Foreign experience in personnel management. What foreign experience of personnel management is the most successful? Experience in HR management abroad

Consider the features of control systems in different countries. Let's start with a comparative analysis of control systems in the US and Japan, because they are leaders in this area.

In the USA, there have been several main directions in the personnel management system:

• - development of the employee's personality in order to effectively use his labor potential This is carried out by providing opportunities to improve skills, develop abilities, increase knowledge, show independence, increase the diversity of work;
• - change in the main forms of labor motivation, which in modern conditions represent an inseparable combination of moral and economic forms of stimulation;
• - development of industrial democracy. The essence of the development of industrial democracy is in the transition from rigid authoritarian forms of ore management to flexible collective forms, expanding the rights of participation of an ordinary worker in management, giving him the opportunity to widely express his opinion and participate in condemning production problems. For example, the formation of autonomous brigades. The management of the company delegates to the brigade a number of functions of planning, control, remuneration, the right to independently choose a foreman.

All members of the team jointly plan the methods of work, establish its rhythm, carry out the division of labor on the basis of the interchangeability of performers, and control the quality of products. Team members themselves perform functions that were previously performed by auxiliary workers:

• - development of new forms of compensation for work;
• - ensuring job security;
• - ensuring labor safety;
• - improvement of sanitary and hygienic working conditions;
• - Purposeful change in attitude to work.

In order to increase the content of labor and eliminate monotony, many American companies are reorganizing production, the main goal of which is to get away from the ultimate division of operations, from reducing the labor of an employee to several repetitive operations that make him an appendage of the machine, and turn to expanding its functions, increasing the measure of responsibility, using creativity worker.

If the employee previously adapted to technical means. At present, attempts are being made to adapt the technique to the abilities of the worker.

Modern American firms use analytical remuneration systems, which feature a differential assessment in points of the complexity of the work performed, taking into account the qualifications of the performer, physical effort, ore conditions, etc. At the same time, the variable part of the salary (bonuses, incentives, bonuses), which is used as incentives for improving product quality, saving raw materials, productivity growth, reaches 1/3 of wages.

In addition to financial incentives, other types of incentives are used. For example, British companies practice valuable gifts and tourist trips, as well as various types of thanks, titles, and symbolic awards. At the same time, a whole ritual of rewarding or explaining gratitude has been developed.

In this regard, the creation of management systems, to the greatest extent possible to reveal the creative initiative at all hierarchical levels of firms, has become the main goal of American management. Appeal to the person within the framework of development modern management forced to pay special attention to the selection of personnel, because the achievement of the company's goals is entirely in his hands. Understanding that the qualifications of workers and their desire to work is becoming the main productive force and the driving force behind production, led to the reorientation of the management strategy of the largest firms towards labor motivation, gaining more knowledge, skills, work skills, and entrepreneurial spirit of the staff. Much attention in American companies is paid to training and advanced training of personnel.

In European countries, great attention is also paid to staff development, but unlike American management, where large companies are leaders in this area, the best prerequisites for advanced training are in small and medium-sized organizations. The emphasis is mainly on self-education, and not on seminars and courses in external educational institutions.

In France, the Challenge+ training program is being applied, which aims to develop and create new innovative organizations in the country. The program is supported by the state.

In Japan, great attention is paid to teaching staff good manners, as Japanese management is based on respect for colleagues and on the awareness of the unity and integrity of all personnel in the organization.

Authorized personnel services began to play a special role in the use of labor potential. In terms of their functions, the level of professional competence of employees, technical equipment, and methods of work, they have long outgrown from offices for storing personnel documentation into solid personnel departments.

The outlined directions of changes that have taken place in the personnel management system of American companies are also true in many respects for Japanese companies. However, despite the presence of similar processes, personnel management is the most typical area of ​​activity in which Japanese companies clearly demonstrate the qualitative difference between their practical experience and American ones.

In Japanese companies, the personnel department plays an important role, because it is entrusted with the function of selection and placement of personnel. Whereas in American companies, the interview is conducted by the manager to whom the candidate is hired.

Japanese managers attach great importance to a fair attitude towards the employee, because in a number of cases, managers, guided by good intentions, take measures that are fair in relation to some employees and unfair in relation to others. Therefore, the ability to listen to the problems of a subordinate, to delve into them and solve the problem is valued in managers. In contrast, American managers, when solving such problems, use formulaic techniques.

One of the key management problems in American companies is to overcome the isolation of departments, which tend to obsess over their tasks and underestimate the importance of contacts with other departments. As a result, overall efficiency is reduced.

The Japanese management system is not aimed at obtaining profits in the near future, but at ensuring stable long-term development of the company for many years to come.

One of the directions for improving the management of the human factor is the concept of "reengineering" (the founders of this concept, Mike Hammer and Jame Chample). The authors believe that in the modern era, organizations need to be created by combining individual operations and production functions into integral processes that will no longer be divided between different structural departments. Accordingly, the provision of each such process (from its entry into the organization to its exit) will be carried out by one employee or group. At the same time, all team members must be able not only to perform the entire cycle of operations, but also be completely interchangeable. Because of this, the firm must train workers focused on the holistic production process. Whereas the traditional management system was based on a developed system of division of labor, i.e. the production process is divided into separate operations performed by different members of the organization.

Reengineering is aimed at rapid and fundamental changes, decisive rejection of everything that is ineffective. Whereas the former systems are focused on gradual and small changes, on individual improvements and amendments.

One of the most important problems of modern management is the construction and improvement of the organization's personnel management system. With all the variety of approaches to solving this problem, it is impossible to determine the universal methods and techniques of construction, since each organization has its own individual characteristics.

Thus, administrative methods are a way of implementing managerial influences on personnel and are based on power, discipline and penalties. They are focused on such motives of behavior as the conscious need for labor discipline, a sense of duty, a person's desire to work in a particular organization, etc. These methods of influence are distinguished by the direct nature of the impact: any regulatory or administrative act is subject to mandatory execution.

Organizational and administrative methods have a direct impact on the managed object through orders, orders, operational instructions given in writing or orally, control over their implementation, a system of administrative means of maintaining labor discipline, etc. They are designed to ensure organizational clarity and labor discipline. These methods are regulated by legal acts of labor and economic legislation, social regulation.

The need for administrative methods comes from the fact that any person, coming to the organization, assumes certain duties and responsibilities for the quality performance of the relevant work and, to a certain extent, responsibility for the results of the organization as a whole. Administrative methods are divided into organizational, administrative and disciplinary.

Organizational and administrative methods are distinguished from others by the clear targeting of directives, the obligation to comply with orders and instructions: their failure to comply is regarded as a direct violation of executive discipline and entails certain penalties. These are predominantly coercive methods that retain their force until labor becomes the first necessity of life.

One of the main tasks of the modern management system is to create the most favorable conditions for the implementation of the capabilities of the managed system, which appear through the use of various methods of management action that expand the rights and responsibilities of different subjects of self-government.

The effectiveness of the functioning of the organization largely depends on the correct preparation of the job description. Moreover, the features of the policy in the field of the economy of a particular country, management, organization or corporation leave their mark on the formation of the structure of regulatory documents, including job descriptions. For example, in the American transnational corporation ZM (Minnesota, Mining and Manufacturing Company), the description of job descriptions is prepared by the immediate supervisor and the employee himself and is further approved by the certification commission. Such a document is used to evaluate an employee; determining the level of remuneration; decision-making during promotions, etc.

The description of the position of the head goes on five main blocks:

• 1) position (title);
• 2) functional relationships;
• 3) organizational relationships;
• 4) qualification;
• 5) specific forms of responsibility.

In the United States, a two-part job description is used: the first part (“Job Description”) includes the title of the position, its place in the job hierarchy, and a brief description of the job; the second part (“Job Specification”) has a large gradation, contains requirements for the characteristics of an employee that are necessary to perform work in a position, including education, professional experience, personal qualities, as well as health requirements.

In Germany, in the selection of leading personnel of primary and middle levels of management government agencies Before announcing a competition for filling a vacant position, the personnel department, together with the management of structural divisions, prepares a form for the position. It defines the requirements for the applicant, which follow from the functional duties of the position. As an example, the form “Requirements for Applicants for a Position” used in the Bonn Magistrate can be cited.

The use of this form greatly facilitates the selection of candidates for the position and the introduction of employees into the organization.

In industrialized countries, when preparing job descriptions, job descriptions, considerable attention is paid to specifying the requirements for qualifications and professionally significant personal qualities.

In the job descriptions of the CIS countries, the Soviet tradition is preserved: job duties are scrupulously worked out. Undoubtedly, carefully designed instructions are a positive factor in managerial practice. But traditional job descriptions also have serious drawbacks. Firstly, this is the lack of requirements for the personal qualities of employees and, secondly, the inflexibility of documents. As a result - frequent revision of instructions, making changes to them, the emergence of conflict situations on this basis. Therefore, managers seek to overcome the shortcomings of traditional instructions by making appropriate adjustments to standard documents.

Conclusion: human resource management is the mobilization of employees through active work line and functional managers. Human resources management is largely developing simultaneously with global civilization. The democratization movement in Europe has done away with the thesis that creating a favorable working climate will automatically lead to the best results. Various forms of employee participation in labor organization processes (for example, quality circles, workshops, employee councils at the enterprise) have become widespread. The human factor, as well as its skillful use in production, are becoming a strategic factor in the effective functioning of an enterprise in today's complex and unstable market conditions.

At the present stage of development of society, economic science and economic practice face problems of a fundamentally new nature. Among them, the most important are the development and justification of the conceptual model, as well as the laws of harmonious combination in the market relations of production and consumption; acceleration of return on investment, focus on advanced technologies, and the like.

The results of a survey conducted by the Kalchas Group among the executive directors of 100 leading companies in the US and the UK determined that among the ten most important issues of managing an organization in modern business conditions, personnel management occupies the first place. That is why researchers in the country and abroad pay great attention to the problems of labor management with the help of exclusively new socio-psychological and economic methods.

There cannot be a general theory of personnel management capable of explaining and predicting the effect of all possible alternatives on the economic and social efficiency of all possible provisions of the external environment. Theories of personnel management are quasi-theories, and the methods of their implementation depend on the directions of development of a particular range, territory, country, both at the macro and micro levels.

English business philosophy is based on traditional national values ​​and the theory of human relations

It implies respect for the personality of the employee, sincere benevolence, motivation of employees and encouragement of their achievements, ensuring the high quality of work and services, systematic professional development, and a guarantee of a decent salary. Michael Marks, who founded Marks & Spanser, the largest human resources and trade organization in the UK in 1884, in Leeds, argued: “Putting people first, you never make a mistake, even in matters of sharing money. … Making people work hard and hard + pay them good salary and give various material advantages = paternalism.”

The American model is built on the tradition of competition and encouragement of the individuality of employees with a clear focus on the company's profit and the dependence of their own profit on it. This is characterized by a clear setting of goals and objectives, high pay for staff, and various types of incentives. As well as a high level of democracy in society, social guarantees. Methodology of doing business in its most modern and advanced, from a managerial point of view. As well as manifestations, it develops and uses a wide arsenal of the latest forms and methods of working with a reserve of managerial personnel.

Particularly careful monitoring is carried out on those hired and on those who have received a new appointment.

For example, at McDonald's, managers and specialists must undergo mandatory certification at each promotion (demotion) in a position, as well as after 6 months from the date of hiring, transfer to another position.

The Japanese style of management is based on traditions of respect for elders, collectivism, general agreement, and courtesy.

The theory of human relations and devotion to the ideals of the firm prevails, lifetime hiring of employees for large enterprises, constant rotation of staff, creation of conditions for effective teamwork. The main reason for the success of the Japanese economy lies in the methods of management. Two groups of methods are mainly used: "kanban" ("just in time") and "total quality management" ("zero defects"). According to which work is carried out with the personnel, its education, selection and formation of a reserve is carried out. So, in one of the most famous Japanese companies - Sony, 120,000 people work, of which 55% are not Japanese. Experts believe that one of the main reasons for the success of the giant company is a special management strategy.

Introduction

The relevance of research. Modern conditions of activity industrial enterprises require the creation of an effective system of personnel management of the enterprise, the development of its personnel potential.

In this situation, there is a need for a theoretical rethinking of personnel processes, the development of a methodology for the formation of a strategy and tactics for the effective use of personnel of industrial enterprises that contribute to the rise and development of the domestic industry, ensuring their competitiveness both in domestic and global markets.

Not enough high level professional training of part of the personnel of industrial enterprises makes it difficult for them to adapt to modern requirements which makes the theoretical development of socio-economic mechanisms for the training and reproduction of highly qualified workers of industrial enterprises with a high level of general and specialized education particularly significant and relevant.

It should be noted that at present a particularly acute problem facing industrial enterprises is the creation of personnel management services that meet the requirements of modern management, their own effective systems of training, retraining and advanced training of personnel, including workers of industrial enterprises, as created in the Soviet At times, the system of their professional training was practically eliminated.

At the same time, in existing scientific research, insufficient attention is paid to the problems of forming an effective personnel management system for industrial enterprises and maintaining their human resources, concepts, practices and prospects for its development, creating their own effective training system, retraining and advanced training of employees of enterprises, a search and selection system leading cadres.

There is practically no methodology for developing and creating an effective system for managing the professional and qualification development of the personnel potential of industrial enterprises. The quantity and quality of available publications does not correspond to the severity and relevance of solving the relevant problems.

The problem of personnel management of industrial enterprises is one of the most important problems of modern management, is relevant and requires systematic consideration.

object research is foreign experience in personnel management.

Subject studies are the processes of personnel management of the enterprise in a market system of economic relations.

The purpose of this thesis is to study foreign experience in enterprise personnel management and its application in Russian conditions.

Specifying the goal, it should be noted that in the course of writing the work the following tasks should be solved:

familiarization with the theoretical part of personnel management;

· review of personnel management systems in some foreign countries;

· Assessment of the state of the personnel management system at OJSC NefAZ, as an example of the application of foreign experience in personnel management in modern Russian conditions.

The information base of the study is a set of special and scientific literature, laws and regulations, statistical data; economic research on the topic; reference and periodical literature; monographs on analysis and accounting.

Chapter 1. Enterprise personnel management system

1.1 Personnel management: concept and approaches

An enterprise (organization, firm), being an integral production and economic system, can nevertheless be represented as a set of its constituent elements (subsystems), naturally interconnected (interacting) with each other. The number of such subsystems can be different and depends on the concept laid down during the decomposition. So, some authors single out technical, administrative (managerial) and human, or personal-cultural subsystems as subsystems. Others in the management of production (enterprise) distinguish two parts: management of activities and management of people. Activity management consists of activity planning, setting production tasks, creating a system for measuring the work performed, monitoring the implementation of tasks. People management includes ensuring cooperation between all members of the workforce, personnel policy, training, informing, motivating employees and other important components of the work of a leader as a manager. You can find in the literature and other options for structuring the production and economic system. However, attention is drawn to the fact that the personnel component is almost always singled out as an integral part of the management system, which is not accidental. The most important area of ​​activity of any enterprise (organization, firm) has been and remains labor supply: attracting labor, its necessary training, creating conditions for rational use.

The production system, its material and personal components are influenced by many factors. Technique and technology are changing, which determine the requirements for the labor force, the direction of its special training, skill level, etc. The composition of the labor force changes under the influence of both objective and subjective factors (for example, there is a change in the composition of employees under the influence of staff turnover, a natural and continuous process of qualification growth, motivational assumptions in relation to work change, etc.). There is a need for constant managerial influence on the structure of jobs, on the number and composition of employees.

A specific type of management activity, the object of which is a team of workers - personnel, is called personnel management (personnel).

In recent years, other concepts have been widely used in scientific literature and practice: management labor resources, labor management, personnel management, human resource management, human factor management, personnel policy, personnel work, etc., one way or another related to labor activity man, the management of his behavior at work.

The translated literature, with its different terminology, characteristic of various schools of management, also contributes to great discord. The most common terms are:

Personnel administration - personnel management (recruitment, control, placement, training, use of the enterprise's human resources), relations between administrative staff and subordinates; "human relations" in industry;

Personnel management - personnel management (including selection, training, working conditions, payment, safety issues); labor Relations; relationship between administration and individual workers;

Personnel relations - personnel management, etc. As often happens, when trying to define and reveal the content of a particular concept, the authors focus on the most important, in their opinion, side, tasks, forms of manifestation, etc. So, speaking about the management of labor resources, they mean the part of the population belonging to this category, which is subject to systematic influence and regulation by society at the stage of formation, distribution and use in the territorial context.

The concept of "personnel management (personnel)" is close in meaning to the concept of "human resource management". In both cases, the object of managerial influence is the same, the difference is in the specific approach to the employee, to his workforce as a resource.

With the technocratic approach, managerial decisions are primarily subordinated to the interests of production (maximizing output, fulfilling the plan, etc.): the number and composition of employees are determined based on the technology used, the technological and operational division of labor, the given rhythm of production, intra-production labor cooperation, etc. d. Thus, personnel management is, as it were, absorbed by the production management process and is reduced to the selection of personnel with appropriate professional and qualification characteristics and their placement based on the tasks of organizing production and labor.

The humanistic approach to personnel management implies the creation of such working conditions and such content that would reduce the degree of alienation of the employee from his work activity and from other employees. Therefore, according to this concept, the functioning of production, and most importantly, its effectiveness (efficiency) largely depends not only on the compliance of the number and professional and qualification composition of the workforce with the requirements of technology and technology, but also on the level of motivation of workers, the degree of consideration of their interests and etc., which requires more attention to taking into account the interests of the employee as a person: increasing the content of work, improving working conditions, realizing a person’s personal aspirations, his ideas about the place of work among life goals, etc.

With this approach, "personnel management" is interpreted more broadly. Management decisions go beyond purely economic provisions and are based on the provisions of sociology, physiology and psychology of labor.

The development of the concept of personnel management followed the path of overcoming the technocratic approach to a person as a machine, connecting his motivational resources, socio-psychological factors for increasing labor productivity and production efficiency, and taking into account the interests of the employee as a person.

Human resource management adopted the fundamental principles of the theory scientific management such as using scientific analysis to determine how to accomplish tasks, selecting workers best suited for the job, providing appropriate training for workers, systematic and correct use of financial incentives, etc.

A particularly great contribution was made by the school of "human relations", the formation of which is associated with the theory of motivation by E. Mayo. The principles of people management developed by her proclaimed taking into account the desires and expectations of people, interpersonal relationships. The combination of the rationality of the organization with the satisfaction of the employee with their activities was also emphasized by later schools of scientific management.

These requirements are embodied in the behavioral concept of management, focused on the use of various methods of motivation: management by goals, enrichment of labor, participation of employees in management (participatory management).

The widespread practice of working with personnel, focused on the consumption of labor in conditions of stable employment, as well as rigid organizational structures, is being replaced by new management models that include:

Creation of conditions for the expansion of knowledge, advanced training, continuous self-improvement;

The use of "packages" of motivational programs when expanding the powers of employees in making business decisions;

Formation of new moral values ​​shared by all the staff of the company;

Flexible and adaptive use of "human resources", increasing the creative and organizational activity of the staff, the formation of a humanized organizational culture.

Thus, the new ideology of personnel management is largely based on employee motivation. The attitude of an employee to work is formed under the influence of aspirations, life goals, the possibility of self-expression and self-realization, the content of work. Hence, the main factors of motivation to work are:

Recognition in work;

Achievements in work;

Responsibility and independence;

Opportunity for professional advancement;

Opportunity for personal development.

Of great importance are the guarantee of employment, working conditions, the level of payment, the nature of interpersonal relations in the team of workers, etc. Therefore, fundamentally new approaches to personnel management are largely associated with the concept of the quality of working life.

1.2 Essence and tasks of management

It is clear that production management is carried out through a person: through people, certain adjustments are made to the technical, technological and organizational aspects of the production process. But the workers themselves are the object of management. This concerns, first of all, the quantity and quality of the labor force, the formation of labor potential, its development and use, the motivation of labor behavior, labor and personal relations, etc.

And in order to reveal the content of this specific type of management activity, let us first clarify what is the object and subject of management. The object of management is an individual employee, as well as a certain combination of them, acting as a labor collective. The totality of employees can include both the entire personnel of an enterprise (organization, firm), which are subject to general management decisions, and the personnel of a structural unit (department, shop) or production cell (team).

A distinctive feature of a group of workers as an object of management is a certain interconnection of the activities of workers due to common goals, which characterizes them as a team.

The subjects of personnel management are a group of specialists who perform the relevant functions as employees of the personnel service, as well as managers of all levels who perform the function of management in relation to their subordinates.

Determining the need for personnel, taking into account the development strategy of the enterprise, the volume of production of products and services;

Formation of the numerical and qualitative composition of personnel (acquisition system, placement);

Personnel policy (relationship with the external and internal labor market, release, redistribution and retraining of personnel);

The system of general and professional training of personnel;

Adaptation of employees at the enterprise;

Payment and stimulation of labor, a system of material and moral interest; - performance evaluation and certification of personnel, its orientation towards encouraging and promoting employees based on the results of work and the value of the employee for the enterprise; - personnel development system (training and retraining, increasing flexibility in use in production, ensuring professional and qualification growth through the planning of a working (labor) career - interpersonal relations between employees, between employees, administration and public organizations;

The activities of the multifunctional personnel service as a body responsible for providing the enterprise with a labor force and for reliable social protection of the employee.

The goals of personnel management of an enterprise (organization) are: - increasing the competitiveness of an enterprise in market conditions; - increasing the efficiency of production and labor, in particular, achieving maximum profit;

Ensuring high social efficiency of the functioning of the team.

Successful achievement of the set goals requires the solution of such tasks as:

Ensuring the needs of the enterprise in the labor force in the required volumes and the required qualifications;

Achieving a reasonable correlation between the organizational and technical structure of the production potential and the structure of the labor potential;

Full and effective use of the potential of the employee and the production team as a whole;

Providing conditions for highly productive work, a high level of its organization, motivation, self-discipline, developing the employee's habit of interaction and cooperation;

Consolidation of an employee in the enterprise, the formation of a stable team as a condition for the payback of funds spent on labor (attraction, development of personnel);

Ensuring the realization of the desires, needs and interests of employees in relation to the content of labor, working conditions, type of employment, opportunities for professional qualification and promotion etc.; - coordination of production and social tasks (balancing the interests of the enterprise and the interests of employees, economic and social efficiency);

Improving the efficiency of personnel management, achieving management goals while reducing labor costs.

The effectiveness of personnel management, the most complete implementation of the goals set largely depend on the choice of options for building the enterprise personnel management system itself, understanding the mechanism of its functioning, choosing the most optimal technologies and methods of working with people.

1.3 Methodology of personnel management

Management in the cybernetic understanding is, as is known, a purposeful impact on the system and its elements in order to preserve the structure and state of the system or transfer it to another state in accordance with the purpose of the functioning and development of this system.

The goals of regulation in general are to ensure, maintain and prevent certain consequences, depending on the specific nature of the manifestations on the part of the control object.

The labor collective is a kind of "Personnel" system, consisting constructively of elements that are interconnected. It has its own internal structure, since employees differ in their functions, categories, professions and many other characteristics: demographic (gender, age), economic (experience, training, motivation), socio-psychological (discipline, ability to interact), etc. The system itself seems to be quite complex, since it is characterized by many links between elements both horizontally (between employees) and vertically (between structural divisions, management bodies, etc.).

The basis of personnel management is the determination of the trajectory of the development of the "Personnel" system and the regulation of its behavior in dynamics in accordance with the development of the external environment, internal contradictions, the tasks of the enterprise (organization, firm) as a production and economic system.

In relation to the personnel of an enterprise, management means the development and implementation of managerial influence on the totality of characteristics of the labor potential of an employee and a team in order to bring them into line with both the current tasks of the enterprise’s functioning and its development strategy, the need to fully use the opportunities associated with the role of the human factor in modern production. Therefore, management decisions are aimed not only at individual employees as elements of the "Personnel" system, but also at maintaining production relationships between them, at the very structure of the system, its proportions, at the behavior of the system as a whole, its development.

The state of the "Personnel" system is determined both by its own goals and by the goals of production. The labor force employed at the enterprise must correspond to the material factor of production (the applied equipment, technology, the organization of production and labor caused by them). So, on the one hand, there are jobs with their requirements for workers in terms of qualifications, training, personal qualities, on the other hand, there are workers with different qualities, training, qualifications. Personnel management involves the impact on both parties in order to ensure the required compliance. This is a difficult task, as both the requirements for employees and the personnel of the enterprise are changing.

Management goes in the following directions:

Change in the number of employees and forms of employment;

Changing the structure of personnel;

Changing staff motivation, etc.

For this, they are used various methods related to the technology of working with personnel: selection, hiring, requirements for hiring, training and promotion, evaluation and remuneration, etc.

The stable functioning of the system, its reliability largely depends on the promptness of the response to emerging violations ("failures") in the system. Assessing the state of the system, changing it under the influence of any managerial decision made, requires just taking into account these connections, anticipating negative responses at different levels. And since it is difficult to quickly provide such a response, it is necessary to focus on management methods that ensure or encourage its self-organization. At the same time, one should also take into account such a feature of the Kadry system: the reaction to a situation arising under the influence of internal and external factors is often not immediate, even promptly taken measures can affect only after a certain time (time lag).

The control mechanism is a system of controls, means and methods aimed at meeting the needs of the enterprise in the labor force of the required quantity, quality and by a certain time. Goals of management are achieved by implementing certain principles and methods.

The principles interpreted in the theory of management as stable rules for the conscious activity of people in the process of management are due to the action of objective laws. Methods act as ways to implement principles.

Principles in general form are the starting points of theory, doctrine, science. In the course of the accumulation of empirical information about the expedient activities of people, its study of analysis and generalization, there was a selection of all that positive that formed the basis of the principles and rules of behavior, action, work, management, and the creation of conditions that ensure the effective activity of individuals and labor collectives.Principles, which form the basis of effective personnel management are quite diverse. They are multilevel in nature (general, private, special, individual) and apply to different areas of activity (labor management across the whole society, industry, enterprise, individual employee). Among the general principles as personnel management tools, the following stand out: scientific, planned, comprehensive (systemic), continuity, normativity, economy, interest, responsibility, etc.

Private principles include compliance of management functions with production goals; individualization of work with personnel (individualization of recruitment, taking into account the wishes of a particular employee, individualization in case of release, promotion, payment based on the results of work, etc.); democratization of work with personnel (taking into account the collective opinion of employees when making the most important personnel decisions, competitive substitution vacancies, democracy in management methods and leadership style, etc.); informatization of personnel work, ensuring its level sufficient for making informed decisions; selection of personnel for the primary production team, taking into account psychological compatibility, etc.

The situation is similar with the methods used in personnel management. Among them are general, widely used in the management of other objects (production, the national economy as a whole): administrative, economic, social - and a large number of specific, private methods. So, administrative methods, which are characterized by a direct centralized influence of the subject on the object of management, include: organizational and stabilizing (laws, charters, rules, instructions, regulations, etc.), administrative (orders, instructions), disciplinary (establishment and implementation of forms of responsibility ).

Economic methods are a whole system of motives and incentives that encourage all workers to work fruitfully for the common good. social methods associated with social relations, with moral, psychological impact. With their help, civic and patriotic feelings are activated, people's value orientations are regulated through motivation, norms of behavior, the creation of a socio-psychological climate, moral stimulation, social planning and social policy at the enterprise (in the organization).

Personnel management should be based on the principles of a systematic approach and program-targeted management.

Building personnel management on the principles of a systematic approach and analysis means covering the entire personnel of the enterprise, linking specific decisions within the subsystem, taking into account their impact on the entire system as a whole, analyzing and making decisions regarding personnel, taking into account the external and internal environment, the entirety of relationships.

The need for a comprehensive, program-targeted approach in nature is due to the fact that certain types of activities within the framework of personnel management are carried out not on their own, but in conjunction with management goals.

In personnel management as a process, several private processes are distinguished:

* planning - determination of management goals, means of achieving them, modeling and forecasting of the management object;

* organization - recruitment work: career guidance, professional selection, recruitment of labor force, hiring, placement in jobs, vocational training, improvement of labor organization, improvement of working conditions, etc.;

* regulation - inter-departmental, inter-professional and qualification movement of the labor force, changes in the number of personnel, wage levels, etc.;

* control - control of the number, rationality of use, compliance with the position held, execution of personnel orders, etc.; * accounting - obtaining information about changes in the composition of personnel, maintaining state and internal reporting on personnel, etc.

1.4 Control technology

In order to effectively manage, it is necessary to know the mechanism of functioning of the process under study, the whole system of factors that cause it to change, as well as the means of influencing these factors. Therefore, we can talk about a certain mechanism for the functioning of the personnel management system and the use of various tools to influence the employee, i.e. e. about a certain technology for working with personnel.

In its most general form, technology is a technique, skill or service used to make certain changes in any material. Sociologist Charles Perrow writes off technology as a means of transforming raw materials—whether people, information, or physical materials—into the desired products and services. Lewis Davies gives a broader concept of technology: "Technology is the combination of skilled skills, equipment, infrastructure, tools and, accordingly, the technical knowledge necessary to effect the desired transformations in material, information or people." Management influences on the object of management - the personnel of the enterprise - can be directed directly to the employee or to their totality as a production cell, as well as to the factors of the internal and external environment in which the labor process takes place. In the latter case, we can talk about an indirect impact on the control object.

There are several types of technologies:

Multi-link, which refers to a series of interrelated tasks performed sequentially;

Intermediary - as the provision of services by some groups of people to others in solving specific problems;

Individual - with a specification of techniques, skills and services in relation to an individual employee.

An example of the implementation of multi-link technologies in personnel management is the adoption of managerial decisions at each stage of the employee's working life in an enterprise (hiring, training, adaptation, direct labor activity, etc.) with their inherent specifics, corresponding tasks and methods of managerial influence. Intermediary technologies are used in the course of interaction between the personnel department and the heads of structural divisions of the enterprise on the implementation of personnel policy, selection of personnel, their assessment, etc.

Individual technologies are largely focused on managing people's behavior in the course of labor activity and are based on the use of labor motivation methods, social psychology and, above all, methods of regulating interpersonal relations, etc.

In personnel management, it is important to know what goals can be achieved with the help of certain means of influence, how and through what it is carried out. The arsenal of means used here (methods, methods of working with personnel, expressed in various organizational forms) is quite diverse: - personnel planning;

Change management;

Optimization of the number and structure of personnel, regulation of labor movements; - development of rules for the admission, placement and dismissal of employees; - structuring of work, their new layout, the formation of a new content of labor, job responsibilities;

Personnel cost management as a means of influencing the development of the employee's labor potential;

Organization of labor as a means of creating an environment conducive to the maximum return of the performer in the process of work;

Workload management, optimization of the working time structure;

Evaluation and control of activities;

The policy of remuneration for work, its high results; the provision of social services as a means of motivation, stabilization of the team; - tariff agreements between the administration and the team; - socio-psychological methods (methods for eliminating conflict situations, ensuring interaction, etc.);

Formation of corporate culture, etc.

Chapter 2. The main directions of application of foreign experience in modern Russian conditions

2.1 Japan

Japanese companies are not only economic units, but also to a large extent social organizations. Each company has its own corporate philosophy, which emphasizes such concepts as sincerity, harmony, cooperation, contribution to the improvement of society. The main factors that determine the prestige of a company in Japan are its legal status, controlled market share, stock exchange membership and corporate philosophy. These indicators are more significant than the share price or the level of profitability. The prestige of the company determines its access to external financial sources, the possibility of attracting HR with high potential.

From the prestige of the company for which the Japanese work, his recognition in society largely depends. In the public mind, working life is equivalent to personal life, individual survival and development of a person depend on the survival and development of the enterprise where he works. Under these conditions, the worker identifies himself with his firm and is ready to share its fate.

Organizational principles of a Japanese company:

Market orientation.

Continuous innovation.

Attention is not to individual functions, but to their relationship.

The Japanese management style is based on persuasion rather than coercion of employees. The boss does not distinguish himself from the mass of subordinates, his task is not to manage the work that others do, but to promote the interaction of employees, provide them with the necessary support and assistance, and form harmonious relationships. As a rule, Japanese firms do not have detailed job descriptions, and regulations on structural divisions are of a general nature. An employee sent to work receives only a certificate of appointment, informing that from such and such a date he is appointed to such and such a department for such and such a tariff category, without specifying specific duties, areas of responsibility or term of work. Having entered the subdivision, the employee masters labor operations and the peculiarities of interpersonal relations in the team with the support of work colleagues and the immediate supervisor. The organization of the workplace and production facilities contributes in every possible way to collective work. One of the major managerial differences between American and Japanese companies is the different nature of their time orientation. Japanese companies pay more attention to their long-term development.

There are also significant differences in the operation of the control mechanism. Control in Japanese companies is distinguished by its concentration in the hands of ordinary workers and "process orientation". Inside the company there is an exchange of information, frequent contacts and decision-making based on the principle of consensus.

In the use and development of human resources, Japanese companies prefer their employees to be "generalists", i.e. had a wide experience and knowledge corresponding to the goals and interests of this particular company, while in the USA companies are looking for specialists whose knowledge and experience can be used in any other company in this type of work.

The main features that have a direct impact on the mobilization of HR in Japan include: lifetime employment, pay according to length of service, company trade unions, intra-company labor market, intra-company on-the-job training, rotation of the system of collective contracting and collective decision-making, intra-company social provision, systems of joint consultations of workers and entrepreneurs, quality control circles. Some researchers do not consider all these structures exclusively Japanese, recognizing their presence to one degree or another in other developed countries, but everyone agrees that it was in large Japanese companies that they received their most complete and effective development.

The system of lifetime employment, or, another name for it - long-term job security, is widespread in Japan. According to experts, it covers about 35% of employees, but in large companies - up to 50% and more. The system involves hiring an employee immediately after graduation. educational institution and informal, i.e. legally unformed, retaining his place in the company until mandatory retirement. If the situation on the market is favorable for the company, the “pension ceiling” may be raised, but employees of retirement age will be transferred to lower salaries. According to the psychology of lifetime employment, an employee does not move from one organization to another. The organization takes care of him throughout his life and cannot easily break the alliance with the worker. If the employee himself leaves the company or is fired, this seriously affects his future career.

Japanese companies carefully select and complete their HR, and managers spend a lot of time informally assessing the work of a subordinate. Typically, an employee in a Japanese company receives a new appointment in two or three years and knows that the quality of his performance of his duties will determine the nature of his next appointment.

An important role in the management of HR in Japan is played by company trade unions, which are created on the basis of the enterprise and unite permanent workers. They include both "white" and "blue collar" leaders, elected exclusively from among themselves. A permanent employee remains a member of the trade union and is protected by it during the entire period of work in the company. For this reason, Japanese unions are often referred to as the "Second Personnel Department", the company's HR department. Collective bargaining becomes not a bargaining between management and a union, but a coordination or consultation on decision-making between two human resources departments of the same company.

An essential aspect of the formation of a company's HR is the practice of in-house vocational training. Each company prepares HR for itself, and strives for its employee not to be a narrow specialist working in any company, but to diversify and multifunctionally meet exactly its goals and objectives.

The rotation process in Japanese companies is also highly functional because the very organization of the production process and management at enterprises is in the nature of a production contract with "dispersed responsibility" for the work performed.

Among the important features of the organization of work, stimulating and mobilizing the active participation of workers in the affairs of their enterprises, are also called permanent systems of joint consultations, in which managers and workers regularly exchange information about their affairs and plans. They operate in 70% of large firms in Japan and have played an important role in the relatively quick and quiet restructuring of Japanese companies in the introduction of robots and computer technology.

An additional source of mobilization of human resources is the fact that Japanese companies take upon themselves, in the words of W. Outi, "holistic care" for their employees. A significant part of their spending on the HR is realized in the form of spending on social needs (housing, medical care and leisure activities). This activity of Japanese companies is focused on strengthening the attachment of its employees, on their emotional and spiritual integration. Colorful ceremonies of official admission to the company of recruits are held annually. The training program for those hired by the company is sometimes designed for several years and includes not only extensive professional training, but also the study of the history, goals, and principles of the company. Sometimes companies use religious training methods. In order to strengthen group solidarity, new employees can be accommodated for a while in the company's hostel.

A characteristic feature of Japanese government is the use of a bureaucratic system. Its features relating to respect for the very status of a leader, collectivism, rationalization, impersonality and justice are well in line with the traditional cultural characteristics of the Far Eastern region.

The main features of labor management in Japanese enterprises are as follows:

Flexibility in the distribution of work and rotation of workers;

Mobility and long-term learning of HR;

The use of mechanisms that interest employees in the results of their work;

Flexible organization of the system of material incentives;

Strict discipline in the workplace;

Orientation to the development of the Czech Republic.

These features are associated with the principle of long-term employment, supported by the mutual trust of employees and management, as well as their desire to maintain harmonious relations.

In Japanese companies, there are two departments, which in terms of their functions and structure do not have exact analogues in Western organizations. One of them is the so-called department of general affairs (“somu bu”)”, which deals with legal issues, internal relations, relations with shareholders, government agencies, trade associations and related companies, documentation, and often procurement. The other is Human Resources, Human Resources, HR, often an offshoot of somu-bu and split off from it when the company reaches a certain size.

In the largest corporations, the manager who heads the HR area is a member of the board and has the position of director of HR; in his submission are the head and employees of the Department of Management of the Chechen Republic. Often there is a combination in one person of the functions of a director for the HR (ie, a person protecting the interests of shareholders, whose candidacy is approved by the general meeting of shareholders) and the head of the HR management department (ie, an employee). This special status is taken into account when remuneration and is especially significant in the process of collective bargaining, when this person, as it were, represents both sides.

The main document regulating labor relations in the company is the intra-company regulation on employment. All firms with more than 10 employees are required to register their internal regulations at your local labor standards office. The employment clause acts like an employment contract. It determines working conditions, its payment, requirements for permanent employees; kept in the personnel department.

In firms where there is a trade union, another basic document is the collective labor agreement. In its content and practical significance, it is similar to the provision on employment. What distinguishes it is that it defines the status of the trade union organization and its members in the company.

HR planning, closely linked to corporate planning, is still a rarity in Japan. In accordance with modern business conditions, it is considered quite sufficient to comply with the following rules:

Once hired, he should not be fired, except in extraordinary circumstances;

Upon reaching the age limit, the employee must retire or be transferred to a temporary job. Typically, Japanese companies carefully monitor only one long-term indicator - a balanced age structure of HR. There are two reasons for this:

1. Financial. Each year, a certain number of workers who have reached the age limit and receive the highest salary should retire. This significantly reduces payroll costs as they are replaced by graduates who are the least paid in the company.

2. Organizational and structural. Maintaining a certain age structure facilitates promotion.

Budget. Being in constant contact with other departments and knowing their annual needs, the HR department makes workforce projections throughout the company for the next budget year. Estimated labor costs are forecast. Finally, the HR department has its own budgetary requirements, of which recruitment, training, and social spending are the most expensive. Over the past ten years, the department's annual budget, excluding salaries and statutory social expenses, has been about 4% of the annual payroll budget.

Recruitment, training of personnel, their promotion, disciplinary action and dismissal, resolving issues related to remuneration and working conditions, social benefits and labor relations are the prerogative of the HR management department (heads of departments can make their proposals, they are consulted before a decision is made ).

Overtime. in Japanese companies overtime work is regarded positively. First, it is more economical than recruiting additional labor to meet fluctuating demand. Secondly, it brings additional income to employees. Overtime is not considered here as a manifestation of the incompetence of production managers or improper planning of the use of labor. With the consent of the representatives of the employees (or the trade union), overtime may be appointed at any time and for any period. As a result, in many companies, about 10-15% of the monthly salary of ordinary workers is overtime. However, at present, young workers tend to avoid overtime, as for them free time is often more important than additional earnings.

Social issues. In addition to statutory social benefits (sickness, unemployment and industrial accident insurance) and old-age pensions, there are many other benefits in Japanese companies. social programs. Housing and hostels, leisure and entertainment opportunities, cultural programs, housing loans, subsidies for lunches and purchases at poi shops - all these programs are centrally implemented by the HR department. In addition, the range of problems he solves includes the issues of benefits paid, for example, in case of territorial transfer of a company employee. The Department of Human Resources Management organizes the issues of accommodation of the employee in the new place. Funerals of employees and their family members are also organized and paid for by the Department of Human Resources Management.

recruitment issues. The ideal for a Japanese company is to recruit a permanent workforce of graduates who would remain in the company until reaching the age limit.

The main requirements for candidates are accuracy, conscientiousness and goodwill.

In a Japanese company, it is commonly believed that specialization, division of labor, and emphasis on individual initiative can hurt the efficiency of the company as a whole. Therefore, it is group work and cooperation that are most often encouraged, with an emphasis on the interests of the entire corporation. The recruitment of workers is focused on meeting the general interests of the company, and not on the performance of a specific job in a specific place. New employees are recruited by the company, not by an individual manager. At best, the company invites new employees, designating a wide range of employment: production, sales, clerical work, etc. Even when work becomes unnecessary, employees are not fired. The company provides them with retraining and transfers to other places. School graduates with no work experience are recruited every year, and the company gradually brings them to the appropriate level of qualification and assimilation of the corporate culture. Thus, the age structure of the workforce is preserved, which is an important indicator of organizational dynamism and the ability for technical innovation. Companies in Japan always report the average age of employees in their annual financial statements.

In Japan, the following enlarged job scale has been adopted:

Specialist of the third category (university graduate);

Specialist of the second category (ordinary worker);

Specialist of the first category (ordinary worker);

Ordinary managerial candidate

Manager of the third category (leading administrator or engineer);

Manager of the second category (deputy head of department, head of department, deputy head of department);

Manager of the first category (deputy head of department and chief engineer);

Head of department, director.

The wage system in Japan is based on the following basic principles:

The amount of remuneration is determined primarily by social rather than economic factors;

Individual income is set taking into account how much other employees of the company receive;

The system is consistent with the principle of long-term employment.

A characteristic trend in the organization of wages in Japan in the post-war period can be considered a decrease in differences in the structure and amount of earnings of various categories of personnel, in particular, workers and managers. The most important principle of remuneration is "fairness", i.e. application of a single payment procedure at all hierarchical levels. Control functions salary in Japanese companies, they are centralized and transferred to the department of HR management. Heads of departments do not deal with these issues and usually do not know how much their subordinates receive.

Both sides of the employment relationship are considered wages in the long run. An entrepreneur who hires a graduate of an educational institution expects that he will work in this company for at least 30 years and receive about 200 million yen from it during his working life. In turn, a young man who has come to work in a firm hopes for a stable increase in earnings. The starting salary is rather low and depends on the level of education, its size is determined by the labor market (differences in the level of starting wages between enterprises are insignificant). Further growth depends on factors operating within the firm. In this sense, it can be said that in Japan there is no "average" wage for industry or for a particular profession. The employee's income includes: monthly remuneration; seasonal surcharges (bonuses); severance pay.

The monthly remuneration consists of fixed and variable parts. Its constant part is a fixed amount, the size of which is reviewed annually by the administration itself or as a result of negotiations with the trade union. It consists of the basic salary and monthly supplements. In firms that use the system of tariff-qualification categories, there are tables for each enlarged block of work, for example, for the sector of production, sales, for office work, etc., but the differences between them are insignificant. Every year, a permanent employee receives an increase in the qualification category if he did not have disciplinary action and long periods of absence from work. Regardless of the annual intra-company salary increase, tariff tables are revised almost every year as a result of negotiations between the administration and the trade unions.

The number and amount of monthly surcharges, as a permanent part of the remuneration, are not the same in different companies. Benefits fall into four main categories:

1. Surcharges for work. Their main varieties: for specific professional skills; for absence from work.

2. Bonuses for working conditions. These include: allowances for performing heavy and hazardous work, as well as for shift work or a remote location. Additional payments in this category are assigned only to workers.

3. Surcharges for the level of responsibility. Many companies pay extra only for the level of responsibility (official bonus). In most firms, a fixed amount is set for such payments, in others there is a fork.

4. Cost-of-living related co-payments.

The variable part of wages includes mainly remuneration for overtime work.

To ensure the scientific and technological development of a Japanese company, the following elements of the practice of intra-company HR management work:

1. In large companies, the system of selection and placement of personnel has been clearly worked out. By rigidly tying permanent employees to the firm, HR management services are able to effectively solve a wide range of HR management problems. A specific moment is the separation of recruitment procedures from the placement of personnel. When entering a permanent job, new employees do not know in advance where exactly they will work.

2. Intra-company transfers of personnel to other jobs and positions (rotation) are systematically carried out. This ensures the mobility of the HR within the company, the exchange of best practices and the establishment interpersonal communications. Some companies (Mitsubishi, Matsushita, Sony) set individual career rules for promotions (e.g. change jobs at least three times in 14 years) and guidelines for the total number of "rotated" staff (5 % during a year).

3. Developed system of training and advanced training of personnel. In particular, systems of self-training at the workplace and mentoring are purposefully activated.

4. Well-established systems of material and moral incentives.

A necessary condition for effective work is the establishment of a clear coordination of all parts of the organization and the strengthening of production and labor discipline. “Before meeting the challenges of increasing productivity and quality, it is necessary to ensure the continuity and stability of the production process,” notes one Japanese executive.

High level of labor and production discipline at Japanese enterprises allowed to successfully introduce progressive organizational technologies:

"Just-in-time deliveries." Deliveries of parts, materials through inter-shop and inter-factory channels, including subcontractors, are carried out according to the developed maps with an accuracy of "up to a minute". All this requires a high degree of coordination of the actions of various services, the use of modern transport, technical, and information means. As a result, interoperational backlogs and stocks at the main assembly sites are minimized, and the responsibility of all services for a clear rhythm of work is increased.

Kanban system. Developed in the early 70s at Toyota Jidosha as an organizational mechanism for intra-plant deliveries of parts and materials in containers with special application cards, in which customers indicated the number of required parts and the exact delivery time. In an improved form, the kanban system at the enterprises of Honda Jidosha, Kawasaki, Nissan, Yamaha and a number of others was successfully integrated into flexible production. The complex mechanism of "kanban" requires both a high level of automation, the use of computers and robotics, and a rigid production discipline, good interaction and coordination of the efforts of the company's personnel.

Experience of modern Japanese enterprises shows that technical and organizational innovations give companies the desired effect only when they are coordinated with labor management issues. Measures for the technical reconstruction of existing enterprises, the rapid updating of technology, the introduction of flexible production systems, the formation of information processing centers, computerization and robotization should be directly linked to the change in the mechanisms of HR management.

An important component of the HR management mechanism in Japanese firms is an extensive system of social development. This is well illustrated by the example of Toyota Jidosha, whose social development system has as initial parameters:

The age level of employees is from 18 to 75 years;

The life cycle of a worker, taking into account family life: single or single - marriage - building a family - maturity - preparing for old age - enjoying life in old age;

Dominant interests at different stages: leisure and self-development - marriage and the birth of children - building a house - raising and educating children - preparing for old age - marrying children;

The accepted practice in Japan does not welcome the sharp differences in the speed of promotion at a young age. The differences start at the level of the head of the department. The advantage of this system is that it makes it possible even for those who make a mistake to count on successful promotion. And since we have many capable people, there is also time to choose the most worthy.

2.2 US

The work of human resource management in the United States relies on a broad research base, advisory assistance, and a developed management infrastructure.

The modern approach used in the most effective American corporations is characterized by a significant expansion of the content, forms and methods of working with the company's personnel; the growth of the professional level of specialists in human resource management services; an increase in the share of funds spent by these services in the total production costs; using the latest information technology. These changes in HR management apply in the US to work with managers and specialists (in relation to ordinary performers, the functions of human resource management services have changed very little in most corporations). Almost all the main innovations in this functional area of ​​management activity were intended to work with highly paid categories of personnel and either did not apply to other categories of personnel at all, or what was done later and to a more limited extent.

Traditionally, in the United States, personnel services represent the interests of entrepreneurs in relations with workers organized in trade unions. The work is concentrated in the departments of labor relations whose duties include - to negotiate with trade unions; ensure the requirements stipulated by the labor contract; organize the recruitment of workers. With this, the functions of personnel services in relation to production personnel are exhausted (plus the registration of personal files, registration and execution of decisions of line managers on personnel matters). In general, in American corporations, two genders have formed autonomous human resource management systems. Their distinction reflects the legal differences between the two categories of personnel that exist in US labor law; but is ultimately determined by more general socio-economic factors.

The systems of work with managerial personnel of the highest level of the organizational hierarchy, as well as the middle level, have the most complex and diverse character. AT modern systems personnel management, particular importance is attached to the systematic training of managers for senior positions, especially careful selection of applicants for these positions. Some corporations have singled out headquarters services in their organizational structure, which ensure, on a strictly individual basis, the study of issues related to planning the training, promotion, and replacement of top-level managerial personnel. So in General Electric, since 1974, there has been a division that was removed from the subordination of the vice president for personnel and reports directly to the chairman of the board of directors, which works only with top managers (500-600 people; the total number of managers and specialists of the company exceeds 100 thousand people). human). With this category of personnel, as well as with representatives of the group of applicants from the lower echelon of management, the most thorough study of replacement schemes, individual career development plans, selection and control over the implementation of training and education programs is carried out. Every year, replacement schemes are reviewed in detail by the three top executives of the firm - the chairman of the board of directors, vice chairman and vice president of human resources.

Leading corporations better and more effectively use the psychology of the worker, inducing in him the "feeling of the winner" dear to every American. They respect their traditions and on their basis form the main values ​​of the organization. In American corporations they say; "We want to think of ourselves as winners. Exemplary companies have to prove that there is no reason why we can't create systems that continuously confirm this idea."

In leading American corporations, the main emphasis is on the development of informal competition between the creators new products, new forms of service. Therefore, various methods and means of excitation of the company's personnel of competitive activity are used.

The development of technical and technological structures, the formation of new production systems increased requirements to management methods. This primarily applies to the lower and middle levels of management. In the work of the leaders of these managerial units, the most important are not production, but personnel issues. Shortcomings in this direction, multiplied by the accelerated growth in labor productivity, inevitably lead to a decrease in the economic performance of the enterprise and loss of competitiveness.

The following conclusions regarding trends in the development of human resource management practices are based on the results of a study commissioned by the US Government Human Resources Commission:

1. The development of engineering and technology is one of the main factors causing a constant reduction in employment in the sphere of production. Currently, the growing integration of industrial and information systems is of particular importance. It causes structural shifts, the movement of personnel from production departments to information services. As a result, a further increase in the number of managerial cadres, highly skilled general workers, engineers and technicians, and scientists is expected. With a general reduction in the need for industry in personnel, there is a significant increase in the requirements for their qualifications.

Undoubtedly, each production unit will cost less and less workers, increasing the role of each of them. The task of the manager in these conditions is to ensure the high interest of employees in the results of labor.

2. The enterprise of the future is characterized by a high level of staff mobility. Some researchers believe that within a few years the collective of a modern enterprise will consist of a permanent core of competent, highly skilled, highly paid workers and a changing temporary workforce, the number of which is dictated by fluctuating production volumes. This will inevitably affect the terms of reference of the lower-level manager, who will have fewer permanent employees under his command, but there will be a need to manage temporary personnel, regulate the relationship between permanent and temporary employees. Finally, you will need to constantly calculate the real need for labor.

3. Until now, there is a widespread opinion among managers that automation leads to a loss of skills of the organization's employees. However, experience shows that only those automated workshops and factories turned out to be profitable, where the administration sought to improve the level of personnel qualification, and accordingly formed production tasks.

4. Requirements for the qualifications of grassroots managers are changing. According to some researchers, the scope of their duties will gradually be reduced, even the integration of the roles of grassroots manager and engineer is possible. The duties of a new type of specialist will include, first of all, ensuring the smooth operation of the equipment.

5. Until recently, the training and development of personnel at American enterprises was supervised by the human resource management service. But the individual responsibility of the performers increases, along with it, the interest of managers in raising the level of competence of employees increases. Managers are increasingly taking on the role of trainers preparing staff for the coming changes in production.

According to the prevailing ideas in American industry, the development of measures to increase the level of labor productivity is the responsibility of management. In the new conditions, ensuring the growth of the organization's efficiency will become a constant concern for each employee; issues of improving labor methods and increasing its efficiency at each workplace will become of paramount importance. Many companies, realizing this, are already developing long term plans training and advanced training of personnel.

6. Changes in the nature of work and management are also creating new trends in wages. The object of stimulation is the level of qualification, experience and skill, and not the volume of production. Practice, however, shows that such payment systems are complex, need to be carefully developed and are still ineffective.

7. At the enterprises of the future, the organizational structure will not be formed around functional units, but on the basis of management decisions. The technological cycle in automated production proceeds from the presence of a common source of information for all production links.

8. The development of modern production systems is a long process, characterized by the gradual introduction of new technology, the expansion and change of the product range, its constant improvement, frequent replacement of materials and increasing quality requirements. The process of restructuring management will be no less lengthy and complex. Attempts to mechanistically transfer new management methods to existing structures, as a rule, do not bring success.

2.3 FRG

The HR management services occupy one of the leading positions in the administrative apparatus of state organizations and private firms. Their activities are aimed at performing the following functions:

Providing all areas of production with the necessary workers;

Development of measures to stimulate the activities of employees; their focus on highly productive and efficient work;

Ensuring continuous training and advanced training of all employees.

The structure of the HR management services is determined by the implementation of the above functions. In the general structure of the service, the division that provides the recruitment of senior staff stands out. It is directly subordinate to one of the secretaries of state in ministries and departments or to the president of a private firm.

There is a fairly high number of specialists from departments dealing with HR issues in state organizations compared to private ones. So, if with a total staff of 16 thousand people. at the company "Reinbrown" personnel work 30 employees are engaged, then in the Ministry of Economics and Technology of the Federal Republic of Germany, in the apparatus of which there are only 1650 people, 35 specialists work in the service for the management of the Chechen Republic.

In large German firms, work on general personnel management is carried out by special services, the number of which depends on the number of employees: for 130-150 employees - one employee. In the vast majority of firms, HR departments are not only concerned with personnel issues: they are also entrusted with some economic functions such as payroll. Recently, there has been a tendency towards an increase in the number of personnel management services at enterprises.

Work in the field of HR management depends on the situation of its implementation. The factors of this situation are such variables as government regulation, market conditions, technology, relations with trade unions, the goals and strategies of the organization, its structure, the management principles used, the characteristics of the personnel involved, etc. It is unacceptable to carry out abstract activities for the management of HR.

Thus, the following management principles have been developed at the Reinbrown company:

The need to provide employees with independence in those areas where they have experience and knowledge;

Common problems and tasks can only be solved collectively;

The manager should not only expect work from employees, but also help them work in accordance with their capabilities;

The knowledge and abilities of employees must correspond to the tasks assigned to them;

The manager must take into account the expectations and needs of employees who want to be informed, get approval and meet their needs;

Employee evaluations must be fair, reflect their strengths and weak sides, clarify the ability.

Such principles require that special attention be paid to working with the management of the organization, because it is they who bear the main burden of implementing these principles. This entails the definition as one of the main goals in the work of the service: the selection at each level of leaders who could fulfill their duties completely independently and with full responsibility.

To ensure the effective work of employees, the manager must:

Timely and regularly inform employees about everything that is directly or indirectly related to their work or to them personally;

Inform employees in which areas they need to improve their skills;

Contribute to the growth of professional qualifications of employees.

When selecting specialists for leadership positions, German organizations are guided by the rule of choosing them from among their own ranks. But sometimes, in order to exclude nepotism, leaders are selected from outside. One of the main factors in the selection of leaders is the ability to work with people and understand them.

Despite the specifics of HR management, which always exists in each particular company, in all large organizations in Germany there are approximately the same systems for working with personnel and systems for remunerating workers and management personnel.

Personnel management is considered one of the main functions of the organization's management, which, as a rule, is supervised by one of the members of the board or the chairman of the board himself.

In Germany, great attention is paid to the planning of human resource costs, which involves taking into account quantitative and qualitative situational factors.

Staff costs are divided into basic and additional. The main cost is wages. Additional investments in the Czech Republic include a whole range of costs covering the entire social sphere(housing, benefits, medical care, etc.) and personnel management issues (staff selection, evaluation, advanced training, etc.).

The most important condition for the implementation of the tasks of human resource planning in the industry of Germany is the effective work of the human resource management service.

Staff training. Worthy of attention is the importance attached in the FRG to questions of personnel training. Thus, in 1988, the Mannesmann concern spent 127 million marks (about 20,000 marks per trainee) on personnel training. 335 people are involved in training issues in the concern.

In the Thyssen concern, the rotation of executives by company is carried out, but on condition that wages remain stable. This is done to improve qualifications, improve contact between managers and create conditions that instill in each employee a sense of the group's unity.

Certification of workers. Evaluation in the concern "Shleman-Zimar" is carried out by the direct supervisor according to 8 indicators for the past year. In the evaluation sheets containing questions relating to the qualifications of the employee and his attitude to work, the manager makes an assessment, after which this assessment is discussed in a personal conversation with the employee. In most cases, the manager and the employee come to a common agreement in the assessments. In case of disagreement with the assessment received, the employee turns to a higher manager. There is an additional possibility of contacting the works council.

Evaluation sheets for all years of work in the concern are kept in the personal file of each employee and their content is a secret.

Salary. The wages of production personnel are based on unified tariff agreements that determine payment according to the tariff and various types of additional payments, taking into account specific working conditions, vacation duration, tariff supplements, terms for terminating contracts, working hours (duration of the working week, shifts, work on Saturdays and Sunday days). Deviations in the tariff agreement from the requirements of the Law "On Tariff Agreements" are only possible for the better.

The rate agreements also stipulate that an employee is not allowed to disclose his salary details to any other person in the organization.

Chapter 3

Open Joint Stock Company "Neftekamsk Automobile Plant" (abbreviated as JSC "NefAZ") was registered by the Decree of the Head of the Administration of Neftekamsk No. 915 dated 24.06.99. JSC "NefAZ" is a part of JSC "KamAZ".

The personnel management system includes a number of stages: formation, use, stabilization and management itself (Fig. 1).

PERSONNEL MANAGEMENT

Rice. 1 - Stages of the personnel management system

The rational use of the personnel of the enterprise is an indispensable condition that ensures the continuity of the production process and the successful implementation of production plans. For the purposes of analysis, all personnel should be divided into industrial and non-industrial personnel. Industrial and production personnel (PPP) include persons engaged in labor operations related to the main activity of the enterprise, and non-industrial personnel include employees of cultural institutions, Catering, medicine, etc., owned by the enterprise.

PPP workers are divided into workers and employees. As part of the employees, managers, specialists and other employees (clerical accounting, etc. personnel) are singled out. Workers are divided into main and auxiliary.

A crucial stage in the analysis of the use of an enterprise by personnel is the study of the movement of labor. The analysis is carried out in dynamics over a number of years based on the following indicators: staff turnover, labor productivity, wages.

Worker turnover plays an important role in the activity of the enterprise. Permanent personnel who have been working at the enterprise for a long time improve their qualifications, master related professions, quickly navigate in any atypical environment, create a certain business atmosphere in the team and therefore actively influence the level of labor productivity. To study the causes of staff turnover, sociological research and observations should be periodically carried out in order to study the ongoing changes in the qualitative composition of workers, managers and specialists, i.e., in qualifications, work experience, specialty, education, age, etc. production volumes are not taken into account when calculating staff turnover rates.

Worker movement analysis

Indicators	2004	2005	2006	Deviations
				2005 to 2004	2006 to 2005
1. Average number of employees, pers.	8800	9200	9600	+400	+400
2. Number of dismissed, total Incl. on own will for violation of labor discipline for other reasons
3. Number of hired employees, pers.	260	220	130	-40	-90
4. The number of employees who worked the whole year, pers.	8660	9120	9550	+460	+430
5. Turnover ratio on disposal, (p.2/p.1)	0,016	0,020	0,007	-	-
6. Receipt turnover ratio, (p.3/p.1)	0,030	0,024	0,013	-	-
7. Constant composition coefficient, (p.4/p.1)	0,984	0,991	0,995	-	-

An analysis of the movement of employees showed that the average number of employees in 2006 increased by 400 people compared to 2005. The number of voluntary dismissals in 2006 compared with 2005 decreased by 110 people. The number of admissions in 2006 was 90 fewer than in 2005. The number of employees who worked the whole year in 2006 increased by 430 people compared to 2005.

The increase in the need for labor resources is explained by the fact that the output plan has increased.

Labor productivity- this is an indicator characterizing the level of costs of living labor for the production of a unit of output. It can also be defined as the amount of output produced per PPP worker or one worker per unit. I time (year, quarter, month, day, hour). This indicator needs to be given special attention, since the level of many other indicators depends on it - the volume of manufactured products, the level of its cost, the expenditure of the wage fund, etc.

When analyzing labor productivity, it is necessary to establish the degree of fulfillment of the plan and the dynamics of growth, the reasons for changing the level of labor productivity. Such reasons may be a change in the volume of production and the number of PPPs, the use of mechanization and automation tools, the presence or elimination of intra-shift and all-day downtime, the state of labor rationing, etc.

The general indicator of labor productivity (production per worker or one worker) largely depends on the intensity of materials certain types products, volume of cooperative deliveries, product structure. A more objective assessment of labor productivity is given by the indicator calculated on net output, i.e. by production volume minus material costs and depreciation of fixed assets.

A higher growth rate of labor productivity, calculated on the volume of products in wholesale prices, compared with the growth rate of labor productivity, calculated on net products, indicates a change in the structure and range of products in the reporting period compared to the previous period and the direction of increasing output from more high material consumption.

Comparison of the level of labor productivity of the reporting year with the previous year allows us to assess the dynamics of labor productivity for the year. Labor productivity is calculated per PPP worker and per worker. The presence of these two indicators allows us to analyze the shifts in the structure of the enterprise's personnel. The higher growth rate of labor productivity per PPP employee compared to the growth rate of labor productivity per worker indicates an increase in the proportion of workers in the total number of PPPs and a decrease in the proportion of employees. Growth in the proportion of employees, incl. managers and specialists is justified only if this results in an increase in the productivity of all PPP personnel due to a higher organization of production, labor and management. For example, mechanization and especially automation of the production process, etc.

Analysis of the level of remuneration

Indicators	2004	2005 year	2006	Deviations, thousand rubles
				2005 to 2004	2006 to 2005
1. Revenue from sales of products, thousand rubles.	2643174	3297067	4647990	+653893	+1350923
2. Average annual number of employees, pers.	8800	9200	9600	+400	+400
3. Average annual wages per 1 employee, rub.	8650	9118	9847	+468	+729
4. Productivity of labor, thousand rubles, (p. 1 / p. 2)	300,36	358,38	484,16	+58,02	+125,78
5. Labor productivity index	X	1,19	1,35	-	-
6. Wage index	X	1,05	1,08	-	-

Labor productivity index:

2006 484.16/358.38=1.35

2005 358.38/300.36=1.19

Pay index:

2006 9847/9118=1.08

2005 9118/8650=1.05

Level Analysis wages showed that the proceeds from sales in 2006 increased by 1,350,923 thousand rubles. compared to 2005. The average annual number of employees in 2006 increased by 460 people compared to 2005, and the average annual wage per employee increased by 729 rubles. As you can see, labor productivity increased by 125.78 thousand rubles. It can be concluded that in connection with the increase in staff and the increase in wages, the interest of workers in increasing productivity has increased.

The completeness of the use of labor resources can be assessed by the number of days and hours worked by one employee for the analyzed period of time, as well as by the degree of use of the working time fund. Such an analysis is carried out for each category of workers, for each production unit and for the enterprise as a whole.

Use of the labor resources of the enterprise

Indicators	2004	2005 year	2006	Deviations, thousand rubles
				2005 to 2004	2006 to 2005
1. Average annual number of employees, pers.	8800	9200	9600	+400	+400
2. Worked days by 1 worker per year, days.	260	252	260	-8	+8
3. Hours worked by one worker per year, h.	1705	1769	1936	231	167
4. Average working day, hours, (p. 3/p. 2)	6,6	7,02	7,45	+0,42	+0,43

As the above data show, despite the fact that the average annual number of employees in 2006 increased by 400 people compared to 2005, the number of days worked by the 1st worker also increased by 8 days. We see that the number of hours worked by one employee in 2006 increased by 167 hours compared to 2005. And the average working day increased by 0.43 hours.

It can be concluded that in 2006, the labor resources at OAO NefAZ are fully used (possibly due to the reduction of sick leave, absenteeism, additional vacations with the permission of the administration).

Analysis of the use of labor resources, the growth of labor productivity must be considered in close connection with wages. With the growth of labor productivity, real prerequisites for increasing its payment are being created. At the same time, funds for payment must be used in such a way that the growth rate of labor productivity outstrips the growth rate of wages. Only under this condition are real opportunities created for increasing the rate of expanded production.

Wages are part of the national income of the country, distributed in accordance with the quantity and quality of labor expended. The growth of real incomes and the level of material well-being of workers depend on wages. The enterprise is obliged to use wages as the most important means of stimulating the growth of its productivity, accelerating scientific and technological progress, improving product quality, increasing production efficiency and strengthening discipline. To do this, the enterprise itself determines the forms and systems of remuneration of employees, avoiding equalization; introduces various additional payments (for combining professions, increasing the volume of work performed, etc.). At the same time, additional payments can be paid without any restrictions, but at the expense and within the savings of the wage fund of the laid-off workers. Funds for wages must be used in such a way that the rate of growth in labor productivity outstrips the rate of growth in wages. Only under such conditions are opportunities created for increasing the rate of expanded reproduction.

Important in the analysis of the use of the wage fund is the study of data on the average earnings of workers, its change, as well as the factors that determine its level.

The average annual number of employees in 2006 increased compared to 2005 by 400 people. Moreover, the number of RSiS (managers, specialists and employees) from 2004 to 2006 increased by 128 people, and the number of workers also increased by 672 people. In 2006, the indicators of marketable output increased by 1,350,923 thousand rubles. compared to 2005. The average monthly salary of RS&S increased by 87 thousand rubles. since 2005.

Labor and payroll

Indicators	2004		2005 year		2006		Deviations, thousand rubles
							2005 to 2004		2006 to 2005
1. Commodity products, thousand rubles.	2643174		3297067		4647990		+653893		+1350923
2. Average annual number of employees, people: total Incl. RSiS
3. Average monthly salary, total, thousand rubles: total Incl. RSiS
4. Payroll, thousand rubles Total Incl. RSiS

Based on the table, we can conclude that the increase in the average annual wages of employees is mainly caused by an increase in hours worked, an increase in the average working day and an increase in the volume of marketable products.

In a market economy, one of the decisive factors in the efficiency and competitiveness of an organization is to ensure the high quality of human resources.

The goal of the personnel and social policy of OJSC NefAZ is to ensure the optimal balance of the processes of updating and maintaining the numerical and qualitative composition of personnel in its development in accordance with the needs of the organization, the requirements of the current legislation, and the state of the labor market.

Personnel and social policy is one of the highest priorities in the activities of OJSC NefAZ.

The personnel policy is aimed, first of all, at the formation of a workable team capable of efficiently and promptly solving the tasks facing the Company. To achieve this goal, OJSC NefAZ systematically carries out work aimed at improving the professional level of employees, improving the selection and placement of personnel, developing opportunities for rapid professional growth of initiative and creatively thinking employees.

The work with the personnel of JSC NefAZ is based on a comprehensive personnel management system: creating conditions for conscientious productive work of employees, improving material and moral incentives, training qualified personnel, and the possibility of their professional growth.

The number of personnel currently available in OAO NefAZ satisfies the need for production in labor resources for the production of the volume of products planned for 2007.

The average age of workers at the plant is 35 years (in 2005 - 36 years). At OAO NefAZ, systematic training and hiring of young workers and specialists was carried out, the personnel structure is shown in Figure 2.

The main tasks of the Company in terms of work with personnel are:

1. conducting an active personnel policy based on the creation of an effective system of personnel management and social processes;

2. providing conditions for the initiative and creative activity of employees, taking into account their individual characteristics and professional skills;

3. development of a system of material, social and moral motivation of personnel, closely linking economic activity Companies with the contribution of each employee;

4. creation of a permanent system of training, advanced training and retraining of personnel;

5. conducting medical, psychological, professional and adaptive diagnostics of the Company's personnel in order to ensure the reliability and safety of the life of employees.

Rice. 2 - Structure of personnel by age

The most important requirement of JSC "NefAZ" for employees, both young and qualified, is to be able to constantly update and expand their knowledge.

Dynamics of personnel training for the last four years 2003-2006. at OAO NefAZ is presented in the diagrams. The 2003 plan was taken as a baseline for 100%. In connection with the development of new products - city and suburban buses, as well as with the receipt of a quality system certificate, since 2004, the need for personnel training has increased.

Personnel training

	Name	2003		2004		2005		2006
		plan	fact	plan	fact	plan	fact	plan	fact
1	Training and retraining of workers	50	52	50	62	50	61	100	221
2	Professional development of workers, including:	470	549	470	616	490	569	695	1109
- production and economic courses	65	84	65	106	65	79	80	141
- training of workers of the second profession	70	94	70	96	70	81	100	255
- targeted courses	300	319	300	370	320	371	480	660
- school of advanced labor methods	20	34	20	26	20	21	20	22
- courses for foremen	15	18	15	18	15	17	15	31
3	Advanced training of managers and specialists	150	179	150	167	180	188	450	552
As a percentage of 2003

One of the leading priorities of the Company is its development as a self-learning modern business organization, therefore, conditions for professional development and career development employees.

The priority areas are: the transition to innovative learning; development of the training system and improvement of training methods for the Company's employees; formation of a school of mentoring.

When forming the "Policy of OJSC "NefAZ" in the field of quality, the factor that the efficiency of the enterprise consists of the efficiency of using all resources, including each employee, is also taken into account. The optimal solution to the issues of selection, placement and evaluation of personnel is a criterion and guarantee of the competitiveness and stability of NefAZ OJSC in the market, an indicator of the quality of management organization, the most important success factor in the competitive struggle today.

The generalized procedure for assessing personnel is the certification of employees, carried out in accordance with the developed Regulations.

The main purpose of certification is not performance control, but the identification of reserves and motivation to increase the level of employee return.

Personnel certification is considered as a combination of several assessments:

· evaluation of production activities, results of labor;

· assessment of labor discipline;

· regular evaluation.

The certification process can be divided into four main stages.

1. Preparatory stage: preparation of an order for certification, approval of the certification commission, preparation and reproduction of documentation, informing the workforce about the timing and features of certification.

2. Formation of the composition of the attestation commission and its approval: general director (chairman); head of the personnel department (deputy chairman); head of the department where the certification takes place (member); legal adviser (member); and it is necessary to invite a social psychologist.

3. The main stage: organizing the work of the attestation commission for the divisions of the enterprise, assessing the individual contributions of employees, filling out the "Attestation" questionnaires, computer processing of the results.

4. The final stage: summing up the results of certification, making personal decisions about the promotion of employees, sending them to study, moving or dismissing employees who have not passed certification.

The results of regular assessment and certification of an employee are used for various purposes, primarily:

· to enhance the stimulating role of pay pile;

· positive impact on employee motivation;

· vocational training planning;

· professional development and career planning;

· formation of a reserve of leading personnel;

· in the selection of personnel;

· when deciding on a reward.

The constant need of the enterprise to increase labor productivity, for this, first of all, a high-quality workforce is needed. Therefore, the most important factor in the effective operation of the enterprise is the continuous retraining of personnel. There is a direct relationship between the qualifications of an employee and the efficiency of his work: the higher his category, the higher his productivity. Skilled workers take significantly less time to perform the same job than less skilled workers. More skilled workers master new equipment, technology, methods of labor organization faster and more efficiently. Thanks to their higher educational and professional training, such workers are able to technologically "see" much more than their immediate duties in the production process. This is what largely determines a higher degree of job satisfaction.

Personnel training is a process of acquiring theoretical knowledge and practical skills by employees in the amount of the required qualification characteristics of the initial level of qualification.

Retraining of personnel means training qualified workers in order to change their professional profile in order to achieve compliance with the qualifications of personnel to the requirements.

Staff development is a process of improving theoretical knowledge and practical skills in order to improve professional excellence workers, the development of advanced techniques and technology, labor orientation, production and management.

JSC "NefAZ" practices a continuous system of professional training of employees, and the number of training levels depends on the complexity of the profession and specialty. Such continuous training is necessary because in the world economy there are more than 400,000 types of activities united in 48,000 professions, and this circumstance requires continuous improvement of the training system.

Retraining of personnel in many cases was of a formal nature, since workers were often sent to improve their skills because, according to the plan, it was necessary to attend courses once every 5 years.

Training of personnel within the enterprise is due to the following reasons:

1) insufficient development of the network of stationary educational institutions;

2) relatively short terms training, which allows the enterprise to make up for the lack of workers without tangible costs;

3) the possibility of using for training workers modern equipment available at the enterprise and not available in a stationary educational institution.

There are three forms of training workers at the enterprise: individual, group and course.

With an individual form, each student is assigned a highly qualified worker or master, who conducts his training.

The group form is used in large enterprises. This group receives theoretical knowledge either by independent study or with the help of engineers from the industrial training department. For this purpose, special classrooms are being created.

The course form is also used in large enterprises and training takes place in 2 stages:

· in training groups on a training and production base specially created for this;

· at workplaces in existing workshops.

Professional development of workers can be carried out:

· at production and technical courses;

· in schools for the study of advanced labor methods;

· in targeted courses.

Professional development of managers and specialists is carried out:

· in institutes for advanced training;

· at the faculties of advanced training at universities.

The training time of managers and specialists is counted by them in the total length of service, during this time they are paid average earnings and other remuneration. Any form of training, retraining and advanced training must be based on some motivating factors and only in this case will it be effective.

The constant need of the enterprise to increase labor productivity, to increase theoretical knowledge makes it necessary to systematically train personnel and improve their skills. There is a direct relationship between the qualification of an employee and the efficiency of his work.

Education:

Employees are trained to acquire an initial level of qualification. Most of the time these are private lessons. Each new employee of the plant has a mentor who trains him theoretically and practically. In addition, the foreman once every 2 months conducts classes with a team to improve the skills of workers.

In August 2006, the automobile plant opened a new painting line. For the effective use of this equipment and its maintenance, six employees of the enterprise were sent to three-month courses. After the courses, six of them were upgraded.

Timely and high-quality training, retraining and advanced training of personnel is the most important factor in the efficient operation of the automobile plant.

Great importance is attached to the training of management personnel at the plant. Its goal is to develop the skills and abilities that employees need to effectively fulfill their job responsibilities and goals. Successful leadership development requires careful analysis and planning.

At the automobile plant, management training planning was carried out by evaluating the performance of each of the managers. In accordance with this, courses of lectures on a city scale are planned for the masters.

Here masters improve their qualification level, the ability to work with people, get acquainted with the new technology introduced at the factory. For more efficient work at the enterprise in order to improve the skills required to achieve the tasks and goals of the plant, a seminar was held at the republican level for the engineering staff of the enterprise. In June 2007 advanced training courses for plant engineers are planned.

Over the past 2 years, the company has carried out personnel transfers several times. Basically, lower-level managers moved from shop to shop for a period of three months to one year. This was due to the purpose of familiarizing managers with many aspects of the activity. Such knowledge is needed for more successful work and for the preparation of transfer to higher positions.

Planned and systematic work to improve the professional level is also carried out with senior managers. All engineers and technicians regularly take courses in Ufa and Naberezhnye-Chelny. Based on this, we can conclude that the management personnel of the enterprise systematically, systematically and continuously improve their knowledge, skills and abilities.

But the company also faces some challenges. Basically, these are financial problems: not always the plant can pay for courses, business trips or classes at seminars. Most often, this depends not so much on the enterprise as on external factors that affect profits and costs.

The main emphasis in the personnel incentive system is on material incentives. In accordance with the Labor Code of the Russian Federation, the plant independently establishes the type, remuneration systems, tariff rates and official salaries as well as forms of financial incentives. The main rules for remuneration and bonuses are fixed by the Regulations on the Remuneration of Employees of OAO NefAZ approved by the order of the General Director. All newly hired employees are required to familiarize themselves with this Regulation.

The plant pursues a policy of guaranteeing the stability of the remuneration system: it ensures the minimum wage guaranteed by law, employees are notified of the introduction of new and changes in the established conditions of remuneration no later than 2 months in advance.

The company uses wages as the most important means of stimulating conscientious work. The individual earnings of the plant employees are determined by their personal labor contribution, the quality of labor, the results of production economic activity factory and the maximum size are not limited.

The work of employees is paid according to the rates approved at the enterprise, piece rates, and those who are hired under a labor agreement or a civil law contract - on the terms stipulated by these agreements.

The work of employees of OJSC NefAZ is paid and stimulated according to the wage system approved by the General Director in agreement with the trade union committee. The salary of each employee is determined based on the qualifications of the worker and employee, the complexity of the work performed, hours worked, working conditions, the final, as a rule, collective results of work and the personal contribution of the employee. The salary of an employee who has fulfilled his labor obligations cannot be lower than the subsistence minimum. Individual wages are not limited to maximum amounts.

Employees are paid on the basis of tariff rates and salaries.

Official salaries of managers, specialists and employees are set by the General Director, in accordance with the position, qualifications of the employee and are drawn up by the payroll group in the form of a staffing table.

The tariff part of wages is calculated according to the category assigned to the employee (salary) and hours worked. Assignment of work performed to certain tariff categories and the assignment of qualification categories to workers is carried out according to the approved tariffs for work, agreed with the trade union committee of the OJSC.

For work in workplaces with special working conditions (hard work, work with harmful conditions labor Art. 82 of the Labor Code of the Russian Federation), payment is established in accordance with the Workplace Attestation Cards drawn up in the prescribed manner and is canceled when working conditions improve. The surcharge is made in the amount of the percentage established in the Workplace Attestation Card from the established hourly wage rate of the worker for the time actually worked.

Remuneration of labor in case of deviation from normal working conditions on weekends, holidays, work in overtime, at night, in the evening is taken into account due to the corresponding increase in additionally paid hours of working time.

Additionally counted:

1. for work on holidays and weekends - 2 hours, for each hour worked on holidays or weekends;

2. for overtime:

- for the first two hours worked overtime - 1.5 hours for each hour;

- for subsequent hours worked overtime - 2 hours for each hour;

Organization above specified works made only with the consent of the employee.

For work in the evening and at night, a fixed payment is made, in the amount of:

· for work in the evening, a coefficient of 1.2 is applied to the hourly wage rate of the employee for the hours worked in the evening;

· For work at night, a coefficient of 1.4 is applied to the hourly wage rate of an employee for hours worked at night.

The wage fund for the main workers is determined on the basis of the established labor intensity of manufacturing products and the average category of work.

In addition to the main wage fund, the amount of payments in accordance with the Labor Code (for work at night, in the evening, for work with special working conditions), additional payments for combining work and monthly bonuses are accrued.

The form of remuneration for the main workers is piecework (individual, collective). The wages of the main workers in the piece-rate form of remuneration are accrued on the basis of piece-work orders (collective and individual), certified by the foreman of the site and the controller of the Quality Control Department.

To strengthen the material interest of workers in fulfilling the established tasks, increasing production efficiency, the wage system provides for stimulating advanced training, increasing the volume and quality of products (works); stimulation of special areas of economic activity, additional material incentives for employees have been introduced.

The wages of workers, both basic and auxiliary, consist of the main (permanent) part of wages and an additional part of wages.

The constant part of the remuneration is determined by the wages that are included in the staffing table of each unit - at hourly rates that characterize the complexity of the work (different skill levels of the employee).

Additional wages (variable part) are made in the amount of 100% of the piecework earnings of the main production worker per month, provided:

· fulfillment of the volume of production in the shop in t.rub. - twenty %;

· fulfillment of the average indicator of delivery of products from the first presentation for a month by 100% - 65%;

· fulfillment of the indicator for cleanliness and culture of production for the site, the team at the workplace - 15%;

· implementation of the average rate of delivery of products from the first presentation for the month by 90% - 20%. The specific size is determined according to the calculation scale;

· fulfillment of the average indicator of delivery of products from the first presentation for a month by 85% or less is not charged;

· the calculation of additional wages according to the average indicator of the delivery of products from the first presentation is made differentially;

· information on the fulfillment of indicators in terms of production volume (in rubles) for the workshop is presented to the head of the IED, agreed with the head of the PDO and approved by the production director;

information on the cleanliness and culture of production for the site, the brigade is provided with the BTK of the workshop, coordination with the head of the workshop and approved for quality - deputy CEO;

· information on the delivery of products from the first presentation on average per month is provided by the head of the BTK shop, coordination with the head of the shop and approved for quality - deputy general director.

Additional wages for the main production workers are made within the established normative wage fund for the workshop.

For workers with piecework wages, wages for the entire billing period are calculated on the basis of data from primary documents for recording production, additional pay sheets and other documents.

Among the methods of socio-psychological stimulation used at the enterprise, one should also mention the optimization of the organization of the workplace, the creation of rest rooms, the organization of general industrial holidays, etc.

Thus, the personnel management of the enterprise is carried out using a combination of administrative, economic and socio-psychological methods of management. The basis of the personnel incentive system is laid using organizational and technical methods that optimize the construction of a labor efficiency management system. The socio-psychological methods used by NefAZ OJSC effectively provide spiritual stimulation, creating a favorable psychological climate in the team and a sense of belonging to the organization. The stable amount of staff remuneration established at the enterprise prevents an increase in staff turnover and reduces the cost of finding new labor resources. In terms of the use of economic methods of incentives, the enterprise has reserves for improving the management process by improving the system of material incentives for personnel through the use of new forms of remuneration, in particular such management methods as the participation of employees in the profits of the organization, the participation of employees in management.

Formulas for calculating wages, main and auxiliary workers

Type of salary	Time wage		piece wages
	Employees	workers
Basic salary	ZP \u003d (O / T to * To) * K.	ZP \u003d (C * To) * K.	ZP \u003d (Pk * En) * K; Pk \u003d Chtr * N.
Additional salary	ZP \u003d [(O / Tk * To) * P] * K; 2. Work on a day off: ZP \u003d [(O / Tk * TV) * 2] * K; ZP \u003d [(O / Tk * Ts) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(O / Tk * Twech) * 1.2)] * K; 5. Work at night: ZP \u003d [(O / Tk * Tn) * 1.4] * K.	1. Salary including bonus: ZP \u003d [(C * To) + Pr] * K; 2. Work on a day off: ZP \u003d [(C * TV) * 2] * K; 3. Overtime work: ZP \u003d [(C * Tc) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(C * Twech) * 1.2] * K; 5. Work at night: ZP \u003d [(C * Tn) * 1.4] * K. 6. Work in harmful conditions: ZP \u003d [(C * To) * Vr] * K.	1. Salary including bonus: ZP \u003d [(Rk * En) + Pr] * K; 2. Work on a day off: ZP \u003d [(Rk * Epv) * 2] * K; 3. Overtime work: ZP \u003d [(C * Tc) * 1.5 (2.0)] * K; 4. Work in the evening: ZP \u003d [(C * Twech) * 1.2] * K; 5. Work at night: ZP \u003d [(C * Tn) * 1.4] * K; 6. Work in harmful conditions: ZP \u003d [(C * To) * Vr] * K.
Where ZP - wages per month, (rub.); O - the salary of the employee, (rub.); P - engineer's bonus as a percentage of salary, varies depending on the volume of product sales per month, (%); Tk - the number of working days (hours) according to the schedule in this month, (days, hours); That - the number of days (hours) worked in this month, (days, hours); TV - the number of hours worked on weekends this month, (hours); Тс - the number of hours worked overtime this month, (hours); Tvech - the number of hours worked in the evening this month, (hours); Tn - the number of night hours worked in this month, (hours); K - regional coefficient (1.15); C - hourly tariff rate worker according to the assigned category, (rub.); Pr - the bonus of workers distributed by the balance commission, (rub.); Вр - percentage of additional payments for harmfulness, (%); Pk - price per unit of manufactured products, (rub.); Ep - the number of products manufactured by the workers per month, (pcs.); Chtr - hourly tariff rate of work, depending on the category of work, (rub); H - the norm of time for the manufacture of a unit of production, (hours); Epv - the number of manufactured products by workers on a day off, (rub.).

Calculation of wages of employees, main and auxiliary workers

Types of wages	Payment types	employee	Auxiliary worker	Main worker
Basic salary	Piecework	-	-	Pk \u003d 7.46 * 0.84 \u003d 6.27 rubles. ZP \u003d (6.27 * 150) * 1.15 \u003d 1081.6 rubles.
	time-based	ZP \u003d (2000 / 21 * 20) * 1.15 \u003d 2190.5 rubles.	ZP \u003d (6.38 * 168) * 1.15 \u003d 1232.6 rubles.	-
	Salary including bonus.	ZP \u003d [(2000 / 21 * 20) * 1.5] * 1.15 \u003d 3285.7 rubles.	ZP \u003d [(6.38 * 168) + 400] * 1.15 \u003d 1577.6 rubles	ZP \u003d [(6.27 * 150) + 400] * 1.15 \u003d 1541.6 rubles.
Additional salary	1. Work on a day off:	ZP \u003d [(2000 / 168 * 8) * 2] * 1.15 \u003d 219.0 rubles.	ZP \u003d [(6.38 * 18) * 2] * 1.15 \u003d 264.1 rubles.	ZP \u003d [(6.27 * 20) * 2] * 1.15 \u003d 288.4 rubles.
	2. Overtime work:	ZP \u003d [(2000 / 168 * 2) * 1.5] * 1.15 \u003d 41.0 rubles.	ZP \u003d [(6.38 * 2) * 1.5] * 1.15 \u003d 22.0 rubles.	ZP \u003d (6.97 * 2) * 1.5] * 1.15 \u003d 23.9 rubles.
	3. Work in the evening:	ZP \u003d [(2000 / 168 * 6) * 1.2] * 1.15 \u003d 98.6 rubles.	ZP \u003d [(6.38 * 6) * 1.2] * 1.15 \u003d 52.8 rubles.	ZP \u003d (6.97 * 6) * 1.2] * 1.15 \u003d 57.7 rubles.
4. Work at night:	ZP \u003d [(2000 / 168 * 2) * 1.4] * 1.15 \u003d 38.3 rubles.	ZP \u003d [(6.38 * 2) * 1.4] * 1.15 \u003d 20.5 rubles.	ZP \u003d (6.97 * 2) * 1.4] * 1.15 \u003d 22.4 rubles.
5. Work in harmful conditions	-	RFP \u003d [(6.38 * 168) * 15%] * 1.15 \u003d 161.9 rubles.	RFP \u003d (6.97 * 168) * 15%] * 1.15 \u003d 202.0 rubles.
Total:	396,9	521,3	594,4
Total accrued wages		3682,6	2098,9	2136,0

According to the internal analysis carried out by employees of the Human Resources Department of OAO NefAZ, it was revealed that the main reasons for the dismissal of specialists are:

1. low wages;

2. dissatisfaction with the team (sometimes with the leader);

3. not a stable position of the worker at the plant;

4. lack of perspective.

In order for the employee to gain a foothold in the workplace, we suggest that managers pay attention to some of the nuances of this issue.

First, the economic aspect.

One of the main ways to secure a specialist in the workplace is financial incentives:

1. Cash.

First of all, this is wages - compensation for the labor contribution of workers to the plant's activities. It is necessary to correctly evaluate the work of a specialist and express it from a financial point of view, without causing damage to either the organization or the employee himself.

However, if someone is not satisfied with their financial situation, this does not mean that the manager should raise his salary. This problem can be solved by lump-sum payments in the form of bonuses, compensations, as an encouragement for the work performed. The material incentive fund, formed at the expense of the profit of the enterprise, will, first of all, make it possible to qualitatively change the direction of material incentives. This applies to both RSiS and workers. To create a FMP, it is necessary to solve the following questions:

1. Education FMP;

2. Distribution of FMP by directions of use;

4. Determining the size and scale of bonuses.

The size of the FMP created at the enterprise depends mainly on the results of the enterprise. This dependence is the basis for creating an effective material interest of the team in increasing the efficiency of production. In the practice of enterprises, FMP is formed on the basis of fund-forming standards. At the same time, two methods for the formation of FMP are distinguished:

1. For the rate of production growth;

2. From the mass of profits.

In the first case, two fund-forming standards are taken into account - one is the growth of profit (sales of products), the other is for the level of profitability:

Mo \u003d F * (KP + Kr * R),

where Mo is a material incentive fund, formed subject to the fulfillment of the profit and profitability plan;

Ф - salary fund of all personnel;

KP - the standard for the formation of FMP for each percentage of profit growth;

Кр is the standard for the formation of FMP for each percentage increase in the level of profitability;

R - profitability.

In the second case, one fund-forming standard is established - for the level of profit:

Mo \u003d Pr * Km,

where P is the profit of the enterprise;

Km - the standard for the formation of FMP from the mass of profit.

It should be emphasized that an unreasonable size of the FMP can lead to a non-optimal combination of the economic interests of the enterprise (for example, to a decrease in investment activity). It is proposed to set the standards for fund-forming indicators in such a way that the maximum size of the FMP is at the level of 10% of the wage fund. Now this ratio is 5.4%.

The development of provisions on bonuses for employees from the FMP is preceded by the distribution of the FMP by areas and categories of employees. This allows creating the interest of employees of all categories in achieving the highest performance in all indicators. It is proposed to spend the FMP in the following areas:

1. One-time incentive for employees who distinguished themselves in the performance of particularly important production tasks;

2. Remuneration based on the results of work for the year;

After the FMP is defined and divided into directions, it should be divided into two parts within each direction: into the bonus fund for workers and the bonus fund for engineers and employees.

It is also possible to improve the situation of a specialist by providing him with vouchers, free treatment, free food, through payment of transport costs, and referrals for training at the expense of the plant.

These methods of material incentives, which are focused on solving the economic problems of a specialist, are aimed at the most complete realization of the existing labor potential of the employee, affecting his personal interests.

Secondly, the psychological aspect.

The way a person feels internally in the workplace. A competent leader must convey to everyone his need and importance in the affairs of the plant. JSC "NefAZ" works not only thanks to the main workshops, but also by the forces of other auxiliary and service units. Each specialist, performing his duties, contributes to the development of the plant, and every employee should know this.

For a comfortable psychological state, it is necessary to use non-material incentives, which implies the actions of the manager to encourage or punish the employee, as well as the use of incentive methods that are not related to the direct expenditure of funds.

Leader actions can be:

· personal example;

· individual and public praise;

· support in difficult situations and approval for temporary setbacks;

Confidential discussion with the employee of violations and deviations from the desired results, which ends with the fixing of agreements;

· public awarding of those who distinguished themselves with certificates of honor, valuable gifts;

Improving the organization and working conditions (for example: through improving the material equipment of the workplace, choosing an acceptable mode of work for a specialist);

· enrollment in the reserve of leading personnel;

· career advancement.

Thirdly, the social aspect.

An important factor affecting the stability of an employee is his social status in a collective. With social lack of demand, a specialist will naturally look for a more comfortable environment, a more loyal leader.

To meet the social needs of workers in the process of collective labor, it is necessary to:

1. give them a job that would allow them to communicate in the process of work;

2. hold periodic meetings with subordinates;

3. to inform about the innovations and affairs of JSC "NefA3";

4. try not to destroy the emerging informal groups, if they do not cause real damage to the plant or individual;

5. know each of your subordinates personally.

To meet the employee's needs for recognition (self-respect and respect from others), you can:

1. offer more meaningful work;

2. highly appreciate and encourage the results of his work;

3. oblige with additional rights and powers;

4. provide training and retraining that increases the level of his competence.

The manager should pay special attention to negative relationships in the team. In this case, it is necessary either to eradicate hostile relations by smoothing out conflict situations and preventing them, or to transfer the specialist to another job, thereby changing the workforce.

Here are the main aspects that a manager should pay attention to in order to secure a specialist in the workplace. However, it is possible to achieve a positive result only by considering all the nuances in a complex, comparing the interests of the employee with the interests of NefAZ OJSC.

In practice, such a payment will be accepted as:

· By the first of September, 3,000 rubles will be issued for each child in the family.

Many employees who worked for quite a long time and quit due to dissatisfaction with their wages, having learned about the upcoming payments, preferred to return to the plant, which had a very good effect on the quality of products, i.e., the amount of defects decreased.

If we assume that further, after meeting certain needs of employees, people with experience and skills will return to the extent possible, then there will be no reasons for dismissal, the enterprise specialist will gain a foothold in the workplace.

Career incentives today are increasingly attracting the attention of managers of serious firms. It allows you to use the internal potential of employees, combining a whole range of measures to stimulate effective work and develop the professional potential of employees. Before proceeding to the design of the career management system of NefAZ OJSC, we will consider the foundations for managing the career development of personnel developed in personnel management.

Career (from French with ariera) - "successful advancement in a particular area (public, official, scientific, professional) activity." Career is the result of a conscious position and behavior of a person in the field of work, associated with official or professional growth. A career - the trajectory of his movement - a person builds himself, in accordance with the characteristics of intra- and extra-organizational reality and, most importantly, with his own goals, desires and attitudes. There are several fundamental trajectories of a person within a profession or organization that will lead to different types of career:

· Professional career - the growth of knowledge, skills and abilities. A professional career can go along the line of specialization (deepening in one line of movement chosen at the beginning of the professional path) or transprofessionalization (mastery of other areas of human experience, rather associated with the expansion of tools and areas of activity).

· Intra-organizational career - associated with the trajectory of a person in the organization. She can go along the line:

vertical career - job growth;

horizontal career - promotion within the organization, for example, work in different departments of the same level of hierarchy;

centripetal career - advancement to the core of the organization, the control center, ever deeper involvement in decision-making processes.

When meeting with a new employee, the HR manager must take into account the stage of the career that he is currently going through. This can help clarify goals. professional activity, the degree of dynamism and, most importantly, the specifics of individual motivation.

The career stage (as a point on the time axis) is not always associated with the stage of professional development. A person who is at the stage of advancement in another profession may not yet be a high professional. Therefore, it is important to separate the career stage - the time period of personality development and the professional development phases - periods of mastering activities.

It is obvious that in order to maintain the internal incentives of an employee, it is necessary to organize certain types of movements and career movements. An important condition for the purposeful development of the internal potential of an employee and the effective use of his potential is career planning.

An integrated career management system should include interrelated goals, functions, technologies, principles, structure and career management personnel. The goals of the career process management system should follow from the general goals of the personnel management system, but at the same time have the specifics of this area of ​​activity of the organization in the field of human resource management. The objectives of the career process management system of JSC NefAZ may include:

Formation, development and rational use of the professional potential of each manager and the organization as a whole;

· ensuring continuity professional experience and culture of the organization;

· achieving mutual understanding between the organization and the manager on the issues of its development and promotion;

creation of favorable conditions for the development and promotion of personnel within the organizational space, etc.

The main functions of the career process management system of JSC NefAZ, in accordance with the goals, will be:

study of problems related to identifying the needs for managerial personnel, their development and promotion; movement forecasting at key leadership positions;

planning of professional development (study, internships, etc.), procedures for assessing and positioning (promotion, rotation) of managers, as well as the career process for the enterprise as a whole, including the development of an organizational space in accordance with the goals and capabilities of the enterprise, needs and personnel abilities (at the same time, the development should not be limited only to organizational design, but actively include the formalization of other career vectors - the construction of a qualification grid, a status ladder);

organization of learning processes (including the basics of career self-management), assessment, adaptation and professional orientation, competitions for filling manager vacancies;

· activation of career aspirations of managers, creation of favorable conditions for career self-management: self-marketing (self-presentation, self-promotion), self-management;

regulation of the course of career processes, prevention and prevention of crisis phenomena, deviations from the norm, including the emergence of careerism;

· coordination and coordination of actions of various parts of the career management system;

· monitoring the performance of functions, evaluating the effectiveness of career process management based on a specific system of indicators.

The effectiveness of the implementation of the functions of the career process management system of NefAZ OJSC can be achieved through their integration, combination into various technologies, among which, along with such universal personnel technologies as goal management, training, adaptation management and career guidance, specific career: work with a reserve for promotion, individual psychological counseling on career issues, modeling career paths.

An enterprise's offer of career development opportunities to employees can be formed from simple programs in the form of training and more detailed advisory services to improve future promotion plans. These programs, with a rational approach, do not require large expenditures, although they can have a significant motivating effect.

The program being created for promotion opportunities at OJSC NefAZ should include the following services:

1) give a wide range of information about vacancies and the qualifications that are needed to fill them;

2) indicate the system under which qualified employees may apply for these places;

3) help employees set career goals;

4) Encourage meaningful dialogue between employees and their supervisors about career goals.

The overall goal of career development programs is to match the needs and goals of the employee with current or future advancement opportunities available in the enterprise.

A prerequisite for the effective functioning and stimulating effect of the career management system is the formation of a good communication system in the enterprise. OJSC "NefAZ" can use public systematic information about vacancies in the company. Effective practice of this kind requires more than a simple bulletin board notice. When organizing information about vacancies, the following conditions must be met:

employees are informed not only about vacancies, but also about actual movements and promotions;

· information is given at least five to six weeks before the announcement of recruitment from outside;

· the election rules are open and binding on all;

· selection standards and instructions are formulated clearly and precisely;

· everyone has the opportunity to try their hand:

· employees who applied but did not receive a job are notified in writing of the reasons for refusal.

The proposed activities are able to lay the foundation for the functioning of the career management system at the enterprise. In the future, on the basis of studying the needs and interests of employees, to further develop the career system of the enterprise and the methods of stimulation used. In general, it must be said that the career counseling system can provide considerable assistance to the management of the enterprise in terms of understanding the motivation system of its employees and adjusting the methods and motivation systems used.

Thus, a well-defined effort to develop an enterprise career management system can help employees identify their own promotional needs, provide information about suitable career opportunities within the enterprise, and match the employee's needs and goals with those of the organization. The formation of such a system can reduce the obsolescence of human resources, which are so costly to the enterprise.

The management structure of OAO NefAZ is very complex. This is primarily due to the huge range of manufactured products. It clearly shows that the ratio is quite rational, if we consider it in general terms, it turns out that there are 5 workers and employees per manager, but, of course, this analysis is relative, since in practice one manager may have 5 subordinates, and another has 15.

Conclusion

In the course of the work, the following conclusions were made on the first chapter:

1) The personnel of the enterprise becomes the main object of management, which is primarily due to the processes taking place in society to protect the interests of workers, as well as the increasing role of the human factor in the production process.

2) Human resources management is essential for all organizations - large and small, commercial and non-commercial, industrial and those operating in the service sector. At the same time, personnel management is a rather complicated process that is impossible without appropriate knowledge of the methods, principles, styles of personnel management and without the development of an appropriate management concept.

3) The personnel management system includes: personnel planning; staff development; personnel management strategy; education; wages, financial incentives.

4) The implementation of the goals and objectives of managing the personnel potential of the enterprise is carried out through the personnel policy. Personnel policy is understood as a set of fundamental principles that are implemented by the personnel department of an enterprise. Personnel service - a set of specialized structures, units, together with those employed on them officials designed to manage personnel within the framework of the chosen personnel policy. The appointment of the personnel service is not only in the implementation and development strategies of personnel, but also the use of labor laws, the implementation of social programs. Effective work personnel service is the first step towards success in managing the personnel potential at the enterprise, and the adoption of the Concept of the state personnel policy of the Republic of Belarus for 2001-2005. will provide an appropriate level of knowledge and conditions for its improvement.

As a result of the analysis according to the data of the second chapter, the following conclusions can be drawn: studying theoretical basis and experience in personnel management abroad, we can achieve real success in our economy through effective personnel management and continuous improvement.

Based on the third chapter of the work, the following suggestions can be made:

1) JSC NefAZ, being a large enterprise, has good shots and has a real chance of increasing sales, reducing costs and, accordingly, increasing profits and profitability.

2) The steady increase in production efficiency and the quality of work, the increased influence of scientific and technological progress on the pace of industrial development require a continuous increase in the level of education and business skills of personnel. In this regard, it is becoming increasingly important professional education workers of OAO NefAZ.

3) Assessing the effectiveness of personnel management at OAO NefAZ, it can be noted that it is at a high level, which is largely due to both the high level of remuneration and the availability of appropriate personnel (HR manager) who deal with issues of assessing performance personnel and develop specific measures to improve productivity and quality of work.

Literature

1. Bizyukov P.V. Personnel management service: functions, typologies, models // Sotsiol. research - 2007. - N 5.

3. Burakanova G. Leadership style and management efficiency // Probl. theory and practice ex. - 2003. - N 4. - S.112-117.

4. Vandersmissen E. Personnel management: non-material approach // Business perfection. - N 11.

5. Verkhorobin V.I. Modern methods of personnel management / V.I. Verkhorobin, O.S. Lelekova // Money and credit. - 2003. - N 8.

6. Voronin A.Yu. Tasks artificial intelligence and personnel management of exploration organizations / Voronin A.Yu., Voronin Yu.A. - Novosibirsk: IVMIMG, 2005.

7. Gale T. Creative leadership // Information Director. services. - 2007. - N 11.

8. Gnedenko M.V. Organization of personnel management / Gnedenko M.V., Zhivaeva V.V., Gnedenko V.V. // Successes modern. natural sciences. - 2004.

9. Goncharov V.V. Guide for senior management personnel: in 3 volumes. T.3. - M.: MNIIPU, 2001.

10. Gutgarts R.D. Information technologies in personnel management. - M., 2001.

11. Jin S. New trends in personnel management at modern Chinese enterprises // Vestn. Moscow university Series 18. Sociology and political science. - 2009. - N 1.

12. Dryakhlov N. Systems of personnel motivation in Western Europe and the USA / N. Dryakhlov, E. Kupriyanov // Probl. theory and practice ex. - 2002. - N 2.

13. Zhuravlev P.V. Human resource management: the experience of industrialized countries: textbook. allowance / P.V. Zhuravlev, Yu.G. Odegov, N.A. Volgin. - M.: Exam, 2002.

14. Zinov V.G. Innovation Management: Staffing. - M.: Delo, 2005.

15. Izhbulatova O. Strategic management of human resources of the organization / O. Izhbulatova, E. Dudanov // Probl. theory and practice management. - 2009. - N 4.

16. Kravchenko K.A. Organizational building and personnel management of a large company. - M.: Acad. Project, 2005.

17. Konareva L.A. Participatory management and staff motivation // USA-Canada: economics, politics, culture. - 2008. - N 9.

18. Leonova A.A. Personnel management: art or science? // Money and credit. - 1998. - N 9.

19. Lobanov V. Management of senior administrative personnel (the experience of Holland and the USA) // The Economist. - 2000. - N 4.

20. Maryuta A. Ways to improve the efficiency of financial and economic management of enterprises and their competitiveness // Probl. theory and practice management. - 2008. - N 8.

21. Maslov V. On strategic personnel management // Probl. theory and practice ex. - 2002. - N 5.

22. Models and methods of personnel management / ed. E.B. Morgunova. - M., 2001.

23. Ovchinnikov D.L. On the system of personnel management in modern Japan // Actual problems of modern. science. - 2004. - N 4.

24. Problems of human resources management at the present stage: Interuniversity. Sat. / St. Petersburg. University of Economics and Finance; Redcall. E.R. Sarukhanov. - St. Petersburg, 1992.

25. Rudyk E. Labor management in Russia: on the application of Japanese experience // Ros. economy magazine - 2002. - N 1.

26. Sapunov M.K. Development of target programs in personnel management // Money and credit. - 2005. - N 12.

27. Svirina I. Personnel management of an organization as a scientific category and a practical task // Power. - 2006. - N 11.

28. Seltsovsky P.A. Personnel policy in the context of the crisis of the public administration system // Sots.-human. knowledge. - 2006. - N 6.

29. Simakina S.V. Interaction between a leader and a subordinate in the process of assessing performance // Money and credit. - 2008. - N 2.

30. Sinyavets T. The role of the personnel management system in increasing the market value of the company // Probl. theory and practice management. - 2008. - N 2.

31. Sinyavets T.D. Fundamentals of personnel management // Methods of quality management. - 2007. - N 6.

32. Snikhovskaya I.V. Personnel management - the basis of the mechanism for managing innovative activities // Competition. - 2009. - N 2.

33. Sorokina N.V. Culture of a modern leader // Handbook of the head of a cultural institution. - 2008. - N 11.

34. Spivak V.A. Organizational behavior and personnel management: textbook. allowance. - St. Petersburg: Peter, 2000.

35. Udalov F.E. Experience, temperament and efficiency of the leader / F.E. Udalov, O.F. Alekhin // IVF. - 2009. - N 9.

36. Personnel management: why describe jobs step by step to a balanced scorecard // Expert. - 2004. - N 37.

37. Personnel management: textbook. - M., 2008.

38. Personnel management: encyclopedia / ed. Kibanova A.Ya. - M., 2009.

Attachment 1

Features of human resource management

Personnel management

Human resource management

Vertical management of subordinates, "cadres" - a separate function Centralized personnel function, which is performed by the "HR department"; specialists plan, motivate, etc. Staff is managed by line managers. Personnel planning is a consequence of the production plan and a reaction to it, the connection is one-way. The goal is to ensure the availability the right people in the right place, at the right time and the release of unnecessary people. Employees are treated like a "factor of production", they are "arranged" like pieces in chess. Personnel policy is aimed at reaching a compromise between economic and social partners.

Horizontal management and care of all resources, emphasis on team building The decentralized personnel function is implemented in line management. The latter is responsible for managing all the resources of the unit and for achieving goals. HR specialists provide support to line management. Human resource planning is fully integrated into corporate planning; communication is two-way. The goal is to combine available human resources, qualifications and potentials with the strategy and goals of the company. Employees are treated as an object of corporate strategy and investment, a factor of competitive advantage. Human resource management aims to develop a coherent, strong corporate culture and balance the current needs of an integrated organization with the business environment.

Annex 2

The most important stages in the development of personnel management

Stages of company development	The main characteristics of the company	Main characteristics of personnel management
I The origin of the company	The company is just established, entrepreneurial and owner-managed	Personal record keeping, payroll, hiring and firing; UE is often not formal, vague; all work is done by hand
II Functional Growth	There is a technical specialization; divisions, product lines and market grow; organizational structure is formalized	Finding the right workers to support growth; training for specific positions; the head of the personnel department appears; the processing of data on salaries and some other data is automated. Corporate culture not yet part of the UP
III Controlled Growth	rational administration; professionalizing the management of scarce resources; buying other companies Diversifying production; increased competition for resources and control over investment	Personnel manager with a higher status; greater automation of personnel information, including qualification profiles; growth of professionalism; the personnel function is gradually integrated into the surrounding business environment, is better aware of it; PM becomes more focused on business outcomes
IV Functional Integration	Diversification, decentralization, the structure of the organization is built around products and profit centers, project and matrix management; more emphasis on integration; the organizational structure is flatter and more horizontal	PM is focused on the integration of various functions (training, remuneration, hiring and firing, communication, etc.); expanding cooperation with other managers; long-term planning; interdisciplinary projects; emphasis on performance, efficiency, flexibility; widely applied information technology in planning, analysis and evaluation; development of integration qualifications; external fluctuations in the business environment are known and integrated into change management. PM practice worked out
V Strategic Integration	Collaboration, group culture; cross-functional horizontal integration; greater adaptability to frequent changes; strategic planning; the structure is built around profit centers served by local and functional managers and their teams	PM is built around the company's strategy and is an integral part of it; systematic analysis of the external environment and assessment of its possible impact; an active role in making managerial decisions; long-term personnel development planning; focus on efficiency, HRM is the responsibility of the company president or his first deputy

Annex 3

Evaluation of the results of the enterprise

Evaluation of results

__________________ ________________________

(name) (assessment period)

___________________________________________________

(type of activity) (field)

Criteria	Result
	Best	A great	Good	Normal	Bad
	5	4	3	2	1
1. Quality of work
Using the result Compliance with regulations and instructions Communication with the means of production Order in the workplace professional excellence Professional knowledge
2. Scope of work
Time spent working without marriage Excerpt Endurance Deadlines
3. Behavior in the workplace
Cost awareness Reliability Cooperation Initiative, rationalization proposals Possibility of use in other workplaces Willingness to take responsibility
4. Leadership (for leaders)
Planning, operational management, delegation of authority Surveillance and control Success of the event, employee motivation Information Assistance to employees Assessment differentiation Cooperation on an equal footing

Note: Only those criteria that are important for a given workplace should be taken into account. The overall score for the four groups of criteria should not be the arithmetic mean of the individual criteria.

FEDERAL AGENCY FOR EDUCATION

SEVERSKY TECHNOLOGICAL INSTITUTE

Federal State Budgetary Educational Institution

higher professional education

"National Research Nuclear University "MEPhI"

(Sti niyu mifi)

Department of SMiBU

FEATURES OF HR MANAGEMENT AT FOREIGN ENTERPRISES

Course work

in the discipline "Personnel Management"

Student gr. D-368

Arkhipova M.I.

"____" ___________ 2010

Supervisor:

I.V. Votyakova

"____" _________ 2010

Seversk 2010

Introduction
1 Features of personnel management in Japan (on the example of Toyota)
1.1 Main features of Japanese governance
1.2 Features of management at Toyota
1.2.1 History of Toyota
1.2.2 Toyota Guiding Principles
1.2.3 Production management system
1.2.4 5S system
1.2.5 Just-in-time production
2 Features of personnel management in the USA (on the example of the McDonald's fast food restaurant chain)
2.1 Main features of American governance	32
2.2 Features of management at McDonald's
2.2.1 History of McDonald's
2.2.3 Basic principles of the company's work
3 Features of personnel management in France (on the example of the Cora hypermarket chain)
3.1 Main features of French administration
3.2 Features of management in the CORA hypermarket chain
Conclusion
List of used literature

Introduction.

Personnel management is recognized as one of the most important areas of the life of an enterprise, capable of multiplying its efficiency, and the very concept of "personnel management" is considered in a fairly wide range: from economic and statistical to philosophical and psychological.

The personnel management system ensures continuous improvement of methods of work with personnel and the use of achievements of domestic and foreign science and the best production experience.

The essence of personnel management, including employees, employers and other owners of the enterprise, is to establish organizational, economic, socio-psychological and legal relations between the subject and the object of management. These relations are based on the principles, methods and forms of influence on the interests, behavior and activities of employees in order to maximize their use.

Personnel management occupies a leading place in the enterprise management system. Methodologically, this area of ​​management has a specific conceptual apparatus, has distinctive characteristics and performance indicators, special procedures and methods - certification, experiment and others; methods of study and direction of analysis of the content of labor of various categories of personnel.

The basis of the concept of personnel management of the organization is currently the increasing role of the employee's personality, knowledge of his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. The situation that has arisen in our country, the change in the economic and political systems at the same time bring both great opportunities and serious threats to every individual, introduce a significant degree of uncertainty into the life of almost every person.

Personnel management in such a situation is of particular importance: it allows you to generalize and implement a whole range of issues of human adaptation to external conditions, taking into account the personal factor in building an organization's personnel management system.

During the transition to the market, there is a slow departure from hierarchical management to market relations, property relations. Therefore, it is necessary to develop completely new approaches to the priority of values. The main thing inside the organization is employees, and outside - consumers of products. It is necessary to turn the consciousness of workers towards the consumer, and not towards the boss and profit.

To effectively manage the organization's personnel, a company must have a clear goal and a well-thought-out strategy for its development. Leading foreign firms (such as General Motors, Ford, Toyota, Mitsubishi, Sony, and others) pay great attention to strategic planning. Depending on the chosen goals, a strategy is developed - an action program that determines the development of the organization (expanding the production of core products and further promoting it to already developed markets; developing new products and selling them in the same markets; searching for new sales markets; diversifying production and marketing activities and etc.) and the corresponding management model.

1. Features of personnel management in Japan (on the exampleToyota)

1.1 The main features of Japanese government.

The Japanese system of government can be seen as a synthesis of imported ideas and cultural traditions. In the methods used in Japan for organizing management activities in the conditions of scientific and technological progress, traditional, national and modern forms of labor organization are closely intertwined.

The typical Japanese firm is organized on a three-tier basis: the Japanese believe that the three-tier structure is the most mobile and least prone to bureaucracy.

The management of the firm - the board of directors - represents the highest level of management. This usually includes the Chairs of the Council, the President, Vice President, Executive Directors. All directors elected to the Board of Directors head quite certain divisions in the company. In contrast to the West, directors from the outside are rarely invited to the management of the company.

In a firm, they are usually promoted from middle management after they gain experience in operational management and reach a certain age - over 50 years. At the level of middle managers, all practical management tasks are solved. This level is the bridge between top management and executives. The leaders of the company go down this bridge to ordinary workers, i.e. manage them.

The Japanese are people of a practical mindset, their thinking is characterized by an enviable concreteness, they always, even when solving the most difficult life issues, clothe their actions in practical forms. The personnel management system of industrial organizations is no exception in this regard, where the motivation of the labor activity of employees occupies one of the important places.

The organizational structure of management in Japanese corporations is built, as a rule, according to the linear-functional principle: horizontal and vertical communication. Most Japanese companies do not even have a developed organizational chart; no one knows how Honda is organized, except that it uses many design teams and has a lot of flexibility. Innovation usually takes place in frontier areas requiring the participation of multiple disciplines.

Thus, the flexible Japanese organization in modern conditions has become a particularly valuable asset.

The basis of Japanese management is the management of people, human resources. In contrast to the widely used term "personnel management", Japanese managers and management specialists prefer the term "people management", emphasizing the need for the whole gamut of influence on the company's personnel, including effective socio-psychological methods based on a deep understanding of human psychology.

Usually management includes four main functions: planning, organization, motivation and control. A key aspect of Japanese management is personnel management. In Japan, as the Japanese themselves say, there is only one wealth - people.

Exactly effective management human resources, which, according to Japanese experts, remain the only inexhaustible resources, ensure the achievement of high product quality and competitiveness Japanese products and technology in the international market.

The key importance attached to this area of ​​Japanese management is the recognition and awareness of the fact that it is the foundation of the company's success in all other aspects and areas of management.

Moreover, the main feature and feature of Japanese management is that the management of firms is built depending on the capabilities of a person, and not a machine or production functions. This feature of Japanese management has become fundamental.

Currently, three main concepts have taken shape regarding approaches to human resource management:

- the concept of "national characteristics", called Japanese model, absolutizes the specifics of the development of a particular country, which determines the features of personnel management;

- the concept of "universal organization", called the American model, proceeds from the fact that the methods of personnel management are determined by the "universal laws" of the functioning of each enterprise;

- the third concept combines elements of the two previous concepts.

Any national-economic system and system of production relations at each historical stage is always formed on a specific national soil, under the influence of socio-political and economic factors. In a certain sense, the ethnic mentality and specific ethnic values ​​that distinguish one nation from another form an adequate economic and management system. Let's start with a comparative analysis of control systems in the US and Japan, because. they are leaders in this field. These two national human resource management systems are presented by academic economists in the form of Table 5.

This table clearly shows the differences in these two national systems and the advantages of one system over the other in various areas and characteristics.

Table 5 - Human resource management systems in foreign industrial companies.

Characteristic control systems	Japanese companies	American companies
Recruitment	Lifetime employment	On a contract basis
Trust in company management	Joining a company automatically means trust in its management	There is no automatic trust in company management
The attitude of some employees to the functions of others	Respect for the functions of other employees	Indifference to the functions of other employees
Professional development of employees	Questions of advanced training are decided by the company's management.	Employees improve their skills using their own capabilities.
Staff turnover
The results of the policy of professional development of employees	Employees strive to improve their skills at the expense of the company	Professional development at the expense of the company is considered as a bonus.

Thus, the main postulate of the Japanese approach to personnel is a long-term orientation. The workforce, or rather a person in its entirety, is considered as the most important resource of companies. Organization for the Japanese is a part of life, a second family. A Japanese company is not only an economic unit, but also a social institution: here a person constantly receives new knowledge, self-actualizes, communicates and finds friends in life. The management of the company provides "comprehensive care" for employees.

In the United States, the main incentive is not the result in the form of the volume of goods or services produced, and not even its quality, but in the knowledge, experience and qualifications of the worker. Only a high level of knowledge and versatility can guarantee a high position, pay and stability in the workplace. And recruitment will depend not on functional affiliation, but on the next management decision. Working groups are temporary.

In the United States, there are several main directions in the human resource management system:

- development of the employee's personality in order to effectively use his labor potential. This is done by providing opportunities to improve skills, develop abilities, increase knowledge, show independence, increase the diversity of work;

- change in the main forms of labor motivation, which in modern conditions provide an inseparable combination of moral and economic forms of stimulation;

- the development of industrial democracy, the essence of which is the transition from rigid authoritarian forms of management of an ordinary worker to providing him with the opportunity to widely express his opinion and participate in the discussion of production problems. An example of such a method is the formation of autonomous brigades. The management of the company delegates to the brigade a number of functions of planning, control, remuneration, the right to independently choose a foreman. All members of the team jointly plan work methods, establish its rhythm, and control product quality. Team members themselves perform functions that were previously performed by auxiliary workers.

In order to increase the content of labor and eliminate monotony, many American companies are reorganizing production, the main goal of which is to get away from the ultimate division of operations, from reducing the labor of an employee to several repetitive operations that make him an appendage of the machine, and turn to expanding its functions, increasing the measure of responsibility, using creativity of the worker. If earlier the worker adapted to the technical means, now attempts are being made to adapt the equipment to the abilities of the worker.

Modern American firms use analytical remuneration systems, a feature of which is a differential assessment in points of the complexity of the work performed, taking into account the qualifications of the performer, physical conditions, working conditions, etc. As an incentive for improving product quality, saving raw materials, increasing productivity, it reaches only a third of wages.

In addition to financial incentives, other types of incentives are used. For example, British companies practice valuable gifts and tourist trips, as well as various types of gratitude, knowledge, and symbolic awards. At the same time, a whole ritual of rewarding or declaring gratitude has been developed.

In this regard, the creation of management systems that maximize the disclosure of creative initiative at all hierarchical levels of firms has become the main goal of American management. Appeal to the person in the framework of the development of modern management forced to pay special attention to the selection of personnel, because. the achievement of the company's goals is entirely in his hands. Understanding that the qualifications of workers and their desire to work is becoming the main productive force and the driving force behind production, led to a reorientation of the management strategy of the largest firms towards labor motivation, gaining more knowledge, skills, work skills, and entrepreneurial spirit of the staff.

Much attention in American companies is paid to training and advanced training of personnel. Particularly impressive is the practice of the transnational corporation Motorola, which understands that staff development is becoming prerequisite survival of the company in the face of rapid growth of scientific and technological progress.

In European countries, great attention is also paid to staff development, but unlike American management, where large companies are leaders in this area, the best prerequisites for advanced training are in small and medium-sized enterprises. The emphasis is mainly on self-education, and not on seminars and courses in external educational institutions.

In France, the "Challenge +" training program is being applied, which aims to develop and create new innovative enterprises in the country. The program is supported by the state.

In Japan, much attention is paid to teaching staff good manners, because. Japanese management is based on respect for colleagues and awareness of the unity and integrity of all personnel in the organization.

Authorized personnel services began to play a special role in the use of labor potential. In terms of their functions, the level of professional competence of employees, technical equipment, and methods of work, they have long outgrown from offices for the storage of personnel records into solid personnel departments.

In Japanese companies, the personnel department plays an important role, because it is entrusted with the function of selection and placement of personnel. Whereas in American companies, the interview is conducted by the manager to whom the candidate is hired.

The outlined directions of changes taking place in the personnel management system of American companies are also true in many respects for Japanese companies. However, personnel management is the most characteristic area of ​​activity in which Japanese companies clearly demonstrate the qualitative difference between their practical experience and American ones.

Japanese managers attach great importance to a fair attitude towards the employee, because in a number of cases, managers, guided by good intentions, take measures that are fair in relation to some employees and unfair in relation to others. Therefore, the ability to listen to the problems of a subordinate, delve into them and solve the problem is valued in managers. In contrast, American managers, when solving such problems, use formulaic techniques.

Human resource management in American companies is determined by such categories as wages, supervision, in working conditions much less attention is paid to motivational social factors (position design policy, appreciation for work, initiative, achievements).

One of the key management problems in American companies is to overcome the isolation of departments, which tend to obsess over their tasks and underestimate the importance of contacts with other departments. As a result, overall efficiency is reduced.

In Japanese corporations, workers are considered no less valuable resource than expensive equipment. Continuous training, job rotation, foreign internships are used as engines of workforce planning.

Quality circles increase the level of knowledge, collaborative learning is encouraged. Job rotation between departments, open communications, information exchange between management levels, the general participation of employees in management, the relationship between production tasks and employee qualifications leads to the creation of sophisticated "personal" human resource management systems.

The lifetime employment system provides a strong incentive for firms to create detailed policies for each stage of an employee's career. All stages of an employee - adaptation, career, retirement - are very specific. The more sophisticated the technology in a company, the more sophisticated the HR practices.

Japanese businesses typically recruit workers in April of each year, but the actual engagement with the company begins six months before the decision to hire a company visit is made, and a number of direct contracts thereafter aim to facilitate the influx of workers from schools and universities. The training of hired employees includes introductory practice, job briefing and placement in the workplace, a system of mentors from middle and senior managers. The cornerstone of the Japanese company's personnel policy is individual communication with employees, which includes the constant coordination of individual plans and actions necessary to achieve the desired results. The Japanese management system is not aimed at making a profit in the near future, but at ensuring a stable long-term development of the company for many years to come.

A wide variety of forms of participation in the management of enterprises contributes to the wide involvement of workers in the process of participation in management and distinguishes Germany from other European countries in an advantageous way.

One of the first normative acts that legislated the right of employees to participate in the management of enterprises was the Law on the Charter of an Enterprise, the purpose of which was to implement the idea of ​​cooperation between the parties to the labor process by involving the representations of workers in the decision-making process at the enterprise.

The body representing the interests of employees of German companies participating in the management of the enterprise is the works council, which is elected by direct and secret ballot. The number of members of the works council is determined by the number of employees who have the right to vote, depends on the number of employees at the enterprise and ranges from 1 (with the number of employees from 5 to 20 people) to 31 people (with the number of employees from 7001-9000 people) at enterprises, where the number of employees exceeds 9,000, the number of works council increases by two for every 3,000 employees.

The activities of the works council include such components as:

– meetings on production issues;

– reception of employees of the enterprise;

– work of special commissions within the framework of the production council;

- the work of joint special commissions consisting of representatives of the employer and members of the works council;

– discussion of safety issues with the safety engineer and the company's doctor;

– participation of members of the production council in the work of safety commissions;

– checking the status of jobs;

– participation in the investigation of industrial accidents;

– consultations with the employer;

- training in advanced training courses.

Thus, a wide range of duties of the works council gives it the ability to control almost all areas of the external and internal activities of the enterprise, thereby contributing to the strengthening of its role in the enterprise. This allows us to consider works councils as bodies that have significant influence on enterprises, ensured by their legal and organizational independence, despite the fact that the costs associated with the activities of the works council are borne by the employer.

The right of participation of the production council in the management of the enterprise extends to the following issues:

– adoption and amendment of the charter of the enterprise, organization of production and professional interaction of employees;

– issues of working hours;

– temporary reductions or extensions of working hours;

– time and form of remuneration;

- determination of common features and vacation schedule;

– development and adoption of instructions for the prevention of accidents and occupational diseases at work;

– introduction and application of technological means to control the behavior and performance of employees;

– issues of organization of social security institutions;

- provision of residential premises to employees of the enterprise on the basis of employment contracts;

– issues of submitting proposals for the organization of the production process.

In addition to general problems related to the socio-economic policy of the enterprise, the works council also breaks down personal issues related to personnel planning, competitions for filling vacancies, compiling questionnaires for personnel records, as well as issues of personal selection, appointments, transfers and dismissals. . The consent of the works council is also required in case of termination of employment contracts with the members of the council themselves or representatives of young specialists of the enterprise.

Works councils in Germany have fairly broad rights, which include both the right to receive information, make suggestions and consult with the employer, and the right to participate in the management of the enterprise. At the head of the management of economic systems is the attitude to personnel as an important resource for business development.

It must be remembered that people who have come to our labor market, to our economy, have specific features and characteristics of mentality, which leaves an imprint on approaches to personnel management in Kazakhstan, Russia and other CIS countries.

According to Western experts, the main features of our domestic character that hinder the development of market relations and negatively affect discipline are optionality, lack of decency and business ethics, inability and unwillingness to work, psychological unpreparedness for independence, greed for easy money, fear of competition, economic illiteracy.

According to surveys in Russia, about 80% of workers had a degraded labor creation, from which everything that is related to the socially useful meaning of labor activity, the development of professional qualities, and the understanding of working intensively for the sake of earning is being squeezed out. essence work motivation for most workers, it comes down to the desire to have a guaranteed wage with low intensity and low quality of work. This is also the case in Kazakhstan.

With the acquisition of independence, the transition from a centralized system to a market one, managerial behavior in our country has also undergone a significant change.

As practice shows, the new behavioral model of managers in our country did not always incorporate what was developed in countries with developed market economies. The main thing is the emphasis on the accumulation of wealth.

In conditions of inflation, underdevelopment of the market, instability, none of the owners of enterprises or directors is particularly interested in obtaining high incomes in the long term. Both domestic and foreign investors are striving in every possible way for the fastest possible return, i.e. receiving short-term profits. S. Dzhumambaev writes that “the management theory in the Republic of Kazakhstan, in our opinion, is forced to deal with constantly changing issues that are very different from those that arise in the West, and there is every reason to believe that in the foreseeable future, the desire for personal enrichment will be continue to strongly influence our managers. Apparently, profit maximization will not become the prevailing moral norm of our businessmen and managers for a long time to come.

An analysis of managerial relations in Kazakhstan indicates that sustainable principles and methods of personnel management have not yet been formed.

Modern trends in the development of management emphasize the role of the human factor in achieving the efficiency of the enterprise. Personnel management is a priority direction in the development of the theory and practice of management.